Joint Publication 3-30
Command and Control
for Joint Air Operations
12 January 2010
PREFACE
1.
Scope
This publication provides joint doctrine for the command and control of joint air
operations across the range of military operations.
2.
Purpose
This publication has been prepared under the direction of the Chairman of the Joint
Chiefs of Staff. It sets forth joint doctrine to govern the activities and performance of the
Armed Forces of the United States in joint operations and provides the doctrinal basis for
interagency coordination and for US military involvement in multinational operations. It
provides military guidance for the exercise of authority by combatant commanders and
other joint force commanders (JFCs) and prescribes joint doctrine for operations,
education, and training. It provides military guidance for use by the Armed Forces in
preparing their appropriate plans. It is not the intent of this publication to restrict the
authority of the JFC from organizing the force and executing the mission in a manner the
JFC deems most appropriate to ensure unity of effort in the accomplishment of the
overall objective.
3.
Application
a. Joint doctrine established in this publication applies to the joint staff, commanders
of combatant commands, subunified commands, joint task forces, subordinate
components of these commands, and the Services.
b. The guidance in this publication is authoritative; as such, this doctrine will be
followed except when, in the judgment of the commander, exceptional circumstances
dictate otherwise. If conflicts arise between the contents of this publication and the
contents of Service publications, this publication will take precedence unless the
Chairman of the Joint Chiefs of Staff, normally in coordination with the other members
of the Joint Chiefs of Staff, has provided more current and specific guidance.
Commanders of forces operating as part of a multinational (alliance or coalition) military
command should follow multinational doctrine and procedures ratified by the United
States. For doctrine and procedures not ratified by the United States, commanders should
evaluate and follow the multinational command’s doctrine and procedures, where
applicable and consistent with US law, regulations, and doctrine.
For the Chairman of the Joint Chiefs of Staff
LLOYD J. AUSTIN III
Lieutenant General, USA
Director, Joint Staff
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Preface
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ii
JP 3-30
SUMMARY OF CHANGES
REVISION OF JOINT PUBLICATION (JP) 3-30, DATED 05 JUNE 2003

Introduces the definition of “air domain” and “joint air component coordination
element (JACCE) and updates definitions for “air and space expeditionary task
force” and “air and space operations center”

Adds guidance on various joint force air component commander (JFACC)
organizational options

Changes the joint air estimate process to the joint operation planning process for
air, in accordance with JP 5-0, Joint Operation Planning, and revises discussion
of the air tasking cycle

Adds discussion and description of “theater air ground system,” “theater air
control system,” “Army air ground system,” “Navy tactical air control system,”
and “Marine air command and control system”

Updates targeting terms for consistency with JP 3-60, Joint Targeting

Removes “joint guidance and apportionment team” and replaces it with
“targeting effects team”

Revises the description of the JFACC’s responsibilities and adds space
coordinating authority as another duty the joint force commander could
designate to perform

Adds a discussion of unmanned aircraft system considerations

Provides samples of a mission Statement and Commanders Intent, a Joint Air
Estimate, a Joint Air Operations Plan, an Air Operations Directive, an Airspace
Control Plan, and an Area Air defense Plan

Provides description and notional examples of the JACCE
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Summary of Changes
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JP 3-30
TABLE OF CONTENTS
PAGE
EXECUTIVE SUMMARY ......................................................................................... ix
CHAPTER I
INTRODUCTION
•
•
•
General .....................................................................................................................I-1
Organization of Forces .............................................................................................I-2
Joint Air Operations ..................................................................................................I-3
CHAPTER II
COMMAND AND CONTROL OF JOINT AIR OPERATIONS
SECTION A. ESTABLISHING COMMAND AND CONTROL
•
Joint Force Commander ......................................................................................... II-1
•
Joint Force Air Component Commander ............................................................... II-2
•
Airspace Control Authority .................................................................................... II-5
•
Area Air Defense commander ................................................................................ II-7
SECTION B. EXERCISING COMMAND AND CONTROL
•
Joint Air Operations Command and Control System ............................................. II-9
•
Joint Force Air Component Command Organization ........................................... II-13
•
Joint Force Staff Option ........................................................................................ II-19
•
Liaisons ................................................................................................................. II-20
•
Joint Force Air Component Commander Basing and Transition .......................... II-21
•
Communications System ...................................................................................... II-23
CHAPTER III
PLANNING AND EXECUTION OF JOINT AIR OPERATIONS
SECTION A. Planning Joint Air Operations
•
Joint Air Operations Planning ............................................................................... III-1
•
The Joint Air Estimate ........................................................................................... III-1
•
The Joint Operation Planning Process for air......................................................... III-2
•
Joint Targeting Process ........................................................................................ III-17
•
The Targeting Effects Team................................................................................. III-19
•
The Joint Air Tasking Cycle ................................................................................ III-19
SECTION B. Other Considerations
•
Intelligence, Surveillance, and Reconnaissance Considerations ......................... III-28
•
Air Mobility Considerations ................................................................................ III-29
•
Unmanned Aircraft Systems Considerations ....................................................... III-32
•
Joint Personnel Recovery Considerations ............................................................ III-35
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Table of Contents
APPENDIX
A.
B.
C.
D.
E.
F.
G.
H.
J.
K.
Sample Mission Statement and Commander’s Intent ........................................ A-1
Sample Joint Air Estimate of the Situation .........................................................B-1
Sample Joint Air Operations Plan Format ..........................................................C-1
Sample Air Operations Directive ....................................................................... D-1
Sample Airspace Control Plan ............................................................................E-1
Joint Air Operations Center Divisions and Descriptions .................................... F-1
Liaison Elements within the Joint Air Operations Center ................................. G-1
The Joint Air Component Coordination Element .............................................. H-1
References ............................................................................................................J-1
Administrative Instructions................................................................................ K-1
GLOSSARY
Part I Abbreviations and Acronyms ...................................................................GL-1
Part II Terms and Definitions ..............................................................................GL-5
FIGURE
II-1
II-2
II-3
II-4
II-5
III-1
III-2
III-3
III-4
III-5
III-6
III-7
III-8
III-9
III-10
III-11
III-12
III-13
III-14
III-15
F-1
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Joint Force Air Component Commander Responsibilities.......................... II-3
Airspace Control Procedures Objectives..................................................... II-5
Methods of Airspace Control ...................................................................... II-6
Typical Joint Force Air Component Commander Staff and Joint Air
Operations Center Organization................................................................ II-11
Key Air Force and Army Components of the Theater Air Control
System-Army Air-Ground System............................................................ II-14
Joint Air Operations Planning .................................................................... III-2
Joint Air Estimate ....................................................................................... III-3
Example Subject Matter Expertise for Joint Air Planning ......................... III-4
Joint Operation Planning Process for Air................................................... III-5
Sample Joint Force Air Component Commander’s Mission Statement..... III-6
Sample Joint Force Air Component Commander’s Intent Statement ........ III-7
Linking Objectives, Effects, and Tasks.................................................... III-12
Combat Support Considerations............................................................... III-13
Risk Management: Combat Support Factors........................................... III-14
Risk Management: Operational Factors .................................................. III-15
Joint Force Air Component Commander Tasking Process
Responsibilities ........................................................................................ III-20
Joint Air Tasking Cycle............................................................................ III-22
Joint Operation Planning Process............................................................. III-25
The Joint Air Operations Center and Command Relationships for Air
Mobility Forces ........................................................................................ III-31
Unmanned Aircraft Systems Categorization Chard ................................. III-33
Joint Force Air Component Commander Staff and Joint Air
Operations Center Organization................................................................... F-2
JP 3-30
Table of Contents
H-1
H-2
Structure for Joint Force Air Component Commander Internal to a
Joint Task Force .......................................................................................... H-3
Structure for Joint Force Air Component Commander External to a
Joint Task Force .......................................................................................... H-4
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Table of Contents
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JP 3-30
EXECUTIVE SUMMARY
COMMANDER’S OVERVIEW

Provides joint doctrine for the command and control of joint air operations.

Discusses the joint force commander’s options for exercising command and
control over joint air operations.

Describes joint and Service command and control systems for air operations and
how they interoperate.

Considers factors related to tasking attached and assigned air assets.

Covers options for implementing joint force air component commander
operations.

Discusses the role of the joint force air component commander and associated
command and control systems and processes.
Overview
Scope and Purpose.
This publication provides joint doctrine for the
command and control (C2) of joint air operations
across the range of military operations and discusses
responsibilities of a joint force air component
commander (JFACC). It sets forth joint doctrine to
govern the activities and performance of the Armed
Forces of the United States in joint operations and
provides the doctrinal basis for interagency
coordination and for US military involvement in
multinational operations.
Introduction
Command and Control
(C2).
C2 is established through command relationships as
described in Joint Publication (JP) 1, Doctrine for the
Armed Forces of the United States and JP 3-0, Joint
Operations.
The air domain is described as the atmosphere,
beginning at the Earth’s surface, extending to the
altitude where its effects upon operations become
negligible.
The degree of control over the air domain can range
from no control, to a parity (neutral) situation, to local
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Executive Summary
air superiority in a specific area, to air supremacy over
the entire operational area.
Organization of Forces.
Joint force commanders (JFCs) organize forces to
accomplish the mission based on their vision and
concept of operations and provide direction and
guidance on command relationships. The JFC’s air
component should be organized for coordinated action
(through unity of command) using joint force air
capabilities. Centralized control and decentralized
execution are key considerations.
There are three basic organizational options; in each a
key task is organizing the staff, C2 system, and
subordinate forces. The options are: (1) JFC designates
a functional component commander as JFACC; (2) JFC
designates a Service component commander; or (3) JFC
chooses a staff option.
Joint Air Operations.
Joint air operations are performed by forces made
available for joint air tasking and do not include air
operations a component conducts as an integral part of
its own operations. They normally are conducted using
centralized control and decentralized execution. The
framework and process for C2 of joint air operations
are consistent across the range of military operations.
Command And Control of Joint Air Operations
The JFC has the authority to organize assigned/attached
forces to best accomplish the assigned mission. The
JFC can exercise C2 through a functional component
commander by designating a JFACC, through a Service
component commander, or through the joint force staff.
Many factors will weigh on the JFC’s selection.
Factors in deciding whether
to appoint a joint force air
component commander
(JFACC).
Factors include:




Span of control considerations for the JFC
Whether joint air operations are the only
operations or are of limited duration and scope
Availability of expertise in employment of joint
air assets
Complexity and scope of joint air operations
Theater-level considerations also play a role; for
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JP 3-30
Executive Summary
example, the geographic combatant commander (GCC)
decides whether air forces/capabilities can be most
effectively employed at JFC level or by retaining them
at GCC level, or a combination thereof.
The JFC normally designates a JFACC to establish
unity of command and unity of effort. JFACC
responsibilities are normally assigned to the component
commander with the preponderance of forces to be
tasked and the ability to plan, task, and control joint air
operations.
The JFACC is given authority to accomplish missions
and tasks assigned by the JFC and normally has
operational control (OPCON) of forces assigned and
tactical control over forces made available for tasking.
The JFC may designate the JFACC as the supported
commander for strategic attack, air interdiction, and
airborne intelligence, surveillance, and reconnaissance
(ISR) (among other missions).
Responsibilities of the
JFACC.
The responsibilities of the JFACC are assigned by the
JFC and include planning, coordinating, tasking,
executing, monitoring, and assessing joint air
operations and the allocation and tasking of joint air
operation forces.
Airspace Control Authority
(ACA).
The airspace control authority (ACA) is the commander
designated by the JFC to assume overall responsibility
for the operation of the airspace control system (ACS)
in the airspace control area.
Depending on the mission and rules of engagement, the
degree of control of air assets may need to be rigorous,
close, and restrictive especially in environments that
can transition from combat to noncombat and back
again. The JFC will determine the degree of airspace
control required in the joint operations area.
ACA Responsibilities.
The ACA achieves airspace control through positive or
procedural methods, to include centralized direction of
the airspace control plan, with the authority of the
airspace control orders (ACOs), supplemented by
airspace control measures, coupled with an ACS, and
coordinated with joint force components’ liaisons. The
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Executive Summary
ACA integrates and coordinates airspace requirements
of all components.
Area Air Defense
Commander (AADC).
The area air defense commander (AADC) is
responsible for defensive counterair (DCA) operations,
to include integrated air and missile defenses. DCA
and offensive counterair operations combine as the
counterair mission designed to attain the degree of air
superiority desired.
DCA operations are integrated with other air operations
through the area air defense plan. The AADC normally
integrates the capabilities of different components with
a robust C2 architecture.
AADC responsibilities include, but are not limited to,
planning, integrating, synchronizing, and coordinating
DCA operations with other tactical operations. This
may be facilitated by the JFC’s designation of regional
and sector air defense commanders.
Joint Air Operations C2
System.
The C2 system for joint air operations will vary
depending on the operational area and specific
missions. Normally, the joint air operation C2 system
is built around the C2 system of the Service component
commander designated as JFACC. When the theater
air control system (TACS) and the relevant C2 systems
of all components are integrated the entire system is
labeled the theater air-ground system.
US Air Force C2 System.
The TACS is the commander, Air Force forces
mechanism for C2 of component air and space power,
comprising airborne and ground elements to conduct
tailored C2 of air and space operations throughout the
range of military operations. The air and space
operations center (AOC) is the senior C2 element of the
TACS.
US Army C2 System.
The Army air-ground system (AAGS) synchronizes,
coordinates, and integrates airspace users, air and
missile defense, fires, and other warfighting functions
with the Army ground commander’s scheme of
maneuver. Although some elements supporting AAGS
belong to different Services or nations, they function as
a single entity in planning, coordinating, deconflicting,
and integrating air support operations with Army
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JP 3-30
Executive Summary
ground operations. When they are operating in this
capacity, TACS and AAGS are often referred to TACSAAGS. The AAGS provides interface between Army
and tactical air support agencies of other Services.
Coordination between TACS and AAGS includes the
battlefield coordination detachment in the AOC and the
air component coordination element at the Army
component commander’s headquarters. The air support
operations center (ASOC) is the next level of Air
Force-Army integration and provides primary control
of air power in support of the Army continuing down
through the Air Force component liaisons aligned with
land combat forces. The ASOC’s primary mission is to
provide direction and control of air operations directly
supporting Army ground forces.
US Navy C2 System.
The Navy tactical air control system is the air control
system afloat for amphibious air operations and is
comprised of the Navy tactical air control center
(TACC), tactical air direction center, and helicopter
direction center. The Navy TACC is the primary air
control agency within the amphibious operations area
for all air operations supporting the amphibious task
force. The maritime operations center (MOC) provides
the commander (numbered fleet commander, Navy
component commander [NCC], or joint force maritime
component commander [JFMCC]) with functionally
organized staff and C2 systems. Operational level air
planning occurs in the MOC. Planning is collaborative
involving the MOC, the joint air operations center
(JAOC), and Navy task force commanders and other
subordinate staffs. The JFMCC/NCC provides overall
operational level guidance and planning. Tactical air
planning is conducted largely by subordinate forces at
sea.
US Marine Corps C2
System.
The Marine air command and control system consists
of various air C2 agencies providing the Marine airground task force (MAGTF) aviation combat element
(ACE) commander with the ability to monitor,
supervise, and influence the application of Marine
forces. The Marine Corps’ focal point for tasking and
exercising OPCON over Marine Corps aviation is the
Marine Corps TACC, which performs similar duties for
organic Marine Corps aviation to those that the AOC
performs for Air Force component operations. The
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Executive Summary
direct air support center is the principal air control
agency responsible for air operations that support
Marine ground forces. It functions in a decentralized
mode, but is directly supervised by the Marine TACC,
and is roughly equivalent to the Air Force’s ASOC.
The tactical air operations center, subordinate to the
Marine TACC, is the principal air defense agency in
the MAGTF and provides real time surveillance,
direction, positive control, and navigational assistance
for friendly aircraft.
The JFACC.
The JFACC establishes a close working relationship
with the JFC. This extends through the JFC and
JFACC staffs and other component staffs with a role in
supporting the JFC with air power capabilities. The
JFACC normally operates from a JAOC. The JAOC
and the JFACC’s staff are manned with subject matter
experts who reflect the capabilities/forces available to
the JFACC for tasking and include appropriate
component representation.
The Joint Air Operations
Center (JAOC).
The JAOC operates as a fully integrated command
center and is staffed by all participating components. A
JAOC provides the capability to plan, coordinate,
allocate, task, execute, monitor, and assess the activities
of assigned or attached forces. Staffing includes
functional
area
experts
(e.g.,
intelligence,
meteorological and oceanographic, logistics, space
operations, legal, airspace, plans, and communications
personnel) and mission experts (e.g., air-to-air, air-toground,
ground-to-air,
information
operations,
reconnaissance, air refueling, and other areas). The
nucleus of the JFACC staff should be trained in joint
air operations and be representative of the joint force.
The role of intelligence is extremely important and is
an integral part of the functions of the JAOC.
The joint air component
coordination element
(JACCE).
The JFACC may establish one or more joint air
component coordination elements (JACCEs) with other
commanders’ headquarters to better integrate joint air
operations with their operations. The JACCE is a
component level liaison that serves as the direct
representative of the JFACC.
Tasking Component Forces. The JFC has authority to provide a component’s forces
for joint air tasking and determine what air
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Executive Summary
capabilities/forces to make available for joint air
operations,
in
consultation
with
component
commanders. Forces are tasked by the JFACC based
on the JFC’s approval of the JFACC’s air
apportionment recommendation (e.g., close air support,
interdiction). The inclusion of air assets in the air
tasking order (ATO) does not imply any change in
command relationships or tasking authority.
Tasking US Army Forces.
Army forces are normally employed as part of the
combined arms team. Army aviation, air defense, fires
(e.g., Army Tactical Missile System), and other forces
made available to the JFACC are in a support
relationship. The integration of Army forces and other
component airspace users, to include unmanned aircraft
systems (UASs) and fires, requires detailed planning
and coordination.
Tasking US Marine Corps
Forces.
The ACE within the MAGTF has the primary mission
to support the MAGTF ground combat element.
During joint operations, MAGTF aviation assets
normally are in support of the MAGTF mission. The
MAGTF commander makes sorties available to the JFC
for JFACC tasking, air defense, long range air
interdiction, and long-range reconnaissance. Sorties in
excess of MAGTF direct support requirements will be
provided to the JFC for tasking through the JFACC.
Tasking US Navy Forces.
Navy aviation assets normally are retained for
employment in support of the assigned joint maritime
missions. Assets include sea- and land-based naval
aircraft. Navy assets not required for assigned joint
missions or for fleet defense will normally be made
available for tasking via the joint air tasking process.
Tasking US Air Force
Forces.
The air and space expeditionary task force (AETF) is
the primary means by which the Air Force presents
forces to a JFC. AETFs are sized and tailored to meet
specific mission requirements. To plan, execute, and
assess air and space operations, the Air Force has
developed tailored Air Force AOCs that can be
networked to provide a full range of Air Force air,
space, and cyberspace capabilities to the JFC. In most
cases, all Air Force forces assigned aircraft are made
available for employment as directed by the JFACC.
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Tasking Special Operations
Forces Aviation Forces.
The joint force special operations component
commander (JFSOCC)/commander, joint special
operations task force (CDRJSOTF) may designate a
joint special operations air component commander
(JSOACC) for planning and executing joint special
operations air activities.
If a JSOACC is not
designated, special operations forces (SOF) air power is
usually controlled by its Service component within the
joint force special operations command. When SOF
aviation assets are employed primarily in support of
conventional air operations, the JFC may make these
sorties available to the JFACC for tasking. Special
operations must be integrated into, and closely
coordinated with, other air operations in theater. In
order to coordinate and deconflict operations, the
JFSOCC and JFACC exchange liaison teams.
JFACC Options.
There are several options for implementing JFACC
operations. These include the designation of a JFACC
for each JFC subordinate to the GCC, establishment of
an overall theater JFACC, multiple JFACCs sharing a
theater JAOC, and theater JFACC or joint task force’s
(JTF’s) JFACC operating concurrently with a JSOACC
assigned to a CDRJSOTF. There can be organizational
variations among these options.
The Joint Force Staff
Option.
In operations of limited scope, duration, or complexity,
or in which air operations are a relatively small aspect
of the overall joint force, the JFC may plan, direct, and
control joint air operations through the JFC staff. In
this case, the JFC retains command authority and
responsibility and normally requests augmentation from
appropriate components to perform the C2 air function.
The JFC staff operates out of the joint operations center
(JOC) and under this option, the JOC also functions as
the C2 node for joint air operations. The JFC staff
derives its authority from the JFC.
JFC staff
relationships and responsibilities must be specified.
Although command authority for tasking subordinate
commanders is retained by the JFC, the JFC may assign
responsibility for coordinating joint air operations to a
staff directorate (e.g., the operations directorate of a
joint staff [J-3]), a specific staff officer (e.g., J-3 air
officer), or a special staff. Staff responsibilities include
planning, coordination, and execution of joint air
operations. The JFC may also direct components to
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Executive Summary
provide support for joint air operations with assets,
capabilities, or forces, in addition to the air
capabilities/forces provided.
Liaisons.
In addition to the JFC and his staff, other component
commanders and their staffs require continuous and
ready access to the JFACC and the JFACC’s staff.
Principle means of accomplishing this is through
personal contact, the established communications and
information support system, and liaison personnel.
These liaisons work for their respective component
commanders and work with the JFACC and staff. Each
component normally provides liaison elements that
work within the JAOC and serve as conduits for direct
coordination between the JFACC and their respective
component commander. Other liaisons may include
intergovernmental organizations, other government
agencies,
nongovernmental
organizations,
and
contractors conducting activities near or in areas of
military operations.
The JFACC may be land-based or sea-based. The
JFACC should develop a plan for transition of JFACC
duties to another component or location. Planned
transitions are possible as a function of buildup or scale
down of joint force operations. Unplanned shifts of
JFACC responsibility may occur, possibly as a result of
battle damage or major C2 equipment failure. The JFC
should predesignate alternates and establish planned
responses to the temporary or permanent loss of
primary JFACC capability.
Communications System.
The JFACC is responsible for identifying and
validating joint air requirements that affect the JFC’s
mission and allow accomplishment of the JFC’s
directives. Reliable secure communications among the
JFC, joint force staff, and component commanders is
key to the successful integration of the joint air effort.
Data exchange requirements should be promulgated as
early as possible; planning for information exchange
requirements and procedures should consider all
elements of information and cyberspace operations; and
the best mix of computer-aided systems should be
available for data transmission. The JAOC and liaison
elements depend on secure, reliable, beyond-line-ofsight communications and data exchange equipment to
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Executive Summary
respond to joint force requirements.
Planning And Execution of Joint Air Operations
This section assumes that the JFC has designated a
JFACC. Planning for joint air operations begins with
understanding the JFC’s mission and intent. The JFC’s
estimate of the operational environment and
articulation of objectives needed to accomplish the
mission form the basis for components’ objectives.
The JFACC’s daily guidance ensures that joint air
operations support joint force objectives while retaining
flexibility in execution.
The Joint Air Estimate.
The joint air estimate is a process by which the air
component commander considers all the circumstances
affecting the military situation and decides a course of
action (COA) to accomplish the mission.
JFACC Planning
Responsibilities.
The JFACC is responsible for planning joint air
operations and uses the joint operation planning process
for air (JOPPA) to develop a joint air operations plan
(JAOP) that guides employment of air capabilities and
forces. The JFACC provides focus and guidance to the
JAOC staff and ensures that planning occurs in a
collaborative manner with other components.
The JAOP is the JFACC’s plan for integrating and
coordinating joint air operations and encompasses air
capabilities and forces supported by, and in support of,
other joint force components.
The Joint Operation
Planning Process for Air.
JOPPA is a seven-step process similar to the joint
operation planning process. JOPPA culminates in the
production of the JAOP and supporting plans and
orders. JOPPA’s seven steps are:







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Initiation
Mission analysis
COA development
COA analysis and wargaming
COA comparison
COA approval
Plan or order development
JP 3-30
Executive Summary
Joint Targeting Process.
Targeting is the process of selecting and prioritizing
targets and matching the appropriate response to them.
Targeting is both a joint- and component-level function
that determines desired effects necessary to accomplish
JFC objectives. The joint targeting cycle is an iterative
process. The deliberate and dynamic nature of the joint
targeting process is adaptable through all phases of the
air tasking cycle. There are six phases: end state and
commander’s objectives, target development and
prioritization, capabilities analysis, commander’s
decision and force assignment, mission planning and
force execution, and assessment.
Targeting
mechanisms should exist at multiple levels.
The Joint Targeting
Coordination Board.
Typically, the JFC organizes a joint targeting
coordination board (JTCB) to develop broad targeting
priorities and other guidance. The JFC defines the role
of the JTCB, which provides a forum for components
to articulate strategies and priorities for future
operations to ensure they are integrated and
synchronized. The JFC normally delegates authority to
conduct execution planning, coordination, and
deconfliction of joint air targeting to the JFACC.
The Targeting Effects
Team.
The JFACC normally has a targeting effects team
(TET) as part of the JAOC, with responsibilities varied
but key to the targeting process. It links targets and
capabilities to guidance on desired effects, deconflicts
and coordinates target nominations and provides other
targeting support requiring component input at the
JFACC level. The TET also receives all target
nominations (that cannot be addressed at lower echelon
levels) and prioritizes them to form the draft joint
integrated prioritized target list (JIPTL).
The draft JIPTL is formed from a prioritized target list
based on JFC and component target priorities. The
TET considers the estimated available air capabilities
and their ability to affect the targets on the list. A draft
JIPTL “cut line” is normally established, reflecting
which targets will most likely be serviced with the
projected apportionment of air assets. The JFACC may
recommend to the JFC that other component assets be
used against targets on the draft JIPTL. Close
coordination occurs with the development of the JIPTL
and the joint integrated prioritized collection list to
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Executive Summary
ensure effective, efficient use of assets that may be
used against targets on both. The JFC approves this use
of other components’ assets and forces.
The Joint Air Tasking
Cycle.
The joint air tasking process provides for the
employment of joint air capabilities and forces. It
provides an iterative, cyclic process for the planning,
apportionment, allocation, coordination, and tasking of
joint air missions and sorties. The joint air tasking
cycle begins with the JFC’s objectives, incorporates
other JFC guidance received, and culminates with
assessment of previous actions. The ATO articulates
the tasking for joint air operations for a specific
timeframe, normally 24 hours. The full air tasking
cycle, from JFC guidance to the start of ATO execution
is dependent on the JFC’s and JFACC’s procedures, but
a 72-hour cycle is fairly standard. The ATO matches
specific targets with the capabilities and forces made
available to the JFACC for the given ATO day.
The joint air tasking cycle consists of 6 stages. These
stages are interrelated with portions of the joint
targeting process. The joint air tasking cycle is timedependent, built around finite time periods required to
plan, prepare for, and conduct joint air operations. The
number and length of ATO development phases may
vary based on contingency requirements. The standard
six stages are:






Intelligence, Surveillance,
and Reconnaissance
Considerations.
xx
Objectives, effects, and guidance
Target development
Weaponeering and allocation
ATO production and dissemination
Execution planning and force execution
Assessment
The GCC (theater intelligence directorate of a joint
staff [J-2]) may retain collection management authority
(CMA) to establish, prioritize, and validate theater
collection requirements, establish sensor tasking
guidance, and develop theater-wide collection policies.
CMA may reside at the JTF level or be delegated to
components. The theater J-2 retains full management
authority (to validate, to modify, or to nonconcur) over
intelligence collection requirements within the area of
responsibility. Airborne ISR aircraft are typically high
JP 3-30
Executive Summary
demand assets due to mission duration, the ability to
quickly respond to requests, and their ability to support
multiple users. The JFACC will normally be the
supported commander for the airborne ISR effort.
National and non-Department of Defense ISR resources
are not normally under the JFC’s OPCON. These
resources may provide direct support to the JFC or a
component, either full-time or on-call. ISR personnel
are integrated into the JAOC, and the JFACC provides
integrated airborne ISR for the JFC.
Air Mobility Considerations. Air mobility missions are integral to the success of joint
operations. Airlift is critical for deployment,
redeployment, and sustainment while aerial refueling is
critical to enable and sustain air operations. The
director of mobility forces (DIRMOBFOR) functions
as coordinating authority for air mobility with all
commands and agencies, both internal and external to
the JTF. The DIRMOBFOR exercises coordinating
authority among theater AOC (or theater JAOC if
established), Air Mobility Command’s 618th Tanker
Airlift Control Center, and the joint movement center
(JMC)/joint deployment and distribution operations
center (JDDOC), for air mobility issues. An essential
role for the DIRMOBFOR is serving as the principal
interface between the JAOC, the theater’s logistics
directorate of a joint staff, and the JMC/JDDOC to
ensure appropriate prioritization of air mobility tasks.
When a JTF is formed, command relationships for air
mobility forces are established in accordance with the
Unified Command Plan and Global Force Management
process.
Unmanned Aircraft Systems UASs are treated similarly to manned systems with
regard to established doctrinal principles. While the C2
Considerations.
processes for UASs are similar to those for manned
assets, several factors can make C2 challenging. UAS
communication links are generally more critical than
for manned systems, relying on a nearly continuous
stream of communications for both flight control and
payload for mission success; therefore communications
security, especially bandwidth protection, is an
important consideration. UASs may be capable of
transferring control of the aircraft and/or payloads to
multiple operators while airborne, making coordination
important. Most larger UASs have longer endurance
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times than comparable manned systems, an important
planning factor. Finally, compliance with the ACO is
critical as UA generally cannot “see and avoid” other
aircraft. The JFC process for determining what UASs
to allocate to the JFACC will be no different than for
the manned aircraft allocation decision process.
Theater-capable UASs are able to range the theater of
operations and/or support multiple users. If a UAS or
the payload is reallocated to support another
commander’s objective, the supported commander
should, to the maximum extent, take advantage of the
established C2 architecture. UASs can be critical to the
success of dynamic targeting missions and the
prosecution of targets of opportunity (unplanned,
unanticipated) or time sensitive targets.
Current
doctrinal planning considerations for manned aircraft
are applicable to UA, with minor modification.
CONCLUSION
This publication provides joint doctrine for the
command and control of joint air operations across the
range of military operations.
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CHAPTER I
INTRODUCTION
“The lesson from the last war that stands out clearly above all
the others is that if you want to go anywhere in modern war, in
the air, on the sea, on the land, you must have command of the
air.”
Fleet Admiral William F. “Bull” Halsey
Testimony to Congress following WW II
1.
General
This publication provides joint doctrine for the command and control (C2) of joint
air operations and discusses the responsibilities of a joint force air component
commander (JFACC). Although the joint force commander (JFC) has several
organizational options for joint air operations, a JFACC is often the first option for
consideration.
a. C2 is established through command relationships among commanders as
described in Joint Publication (JP) 1, Doctrine for the Armed Forces of the United State,
and JP 3-0, Joint Operations.
b. Air Domain. The air domain is described as the atmosphere, beginning at the
Earth’s surface, extending to the altitude where its effects upon operations become
negligible. While domains are useful constructs for visualizing and characterizing the
physical environment in which operations are conducted (the operational area), the use of
the term “domain” is not meant to imply or mandate exclusivity, primacy, or command
and control of any domain.
c. Degree of Control. Dominance of the air domain cannot be assumed. In the air
domain, the degree of control can range from no control, to a parity (or neutral) situation
wherein neither adversary can claim any level of control over the other, to local air
superiority in a specific area, to air supremacy over the entire operational area. Control
may vary over time. It is important to remember that the degree of control in the air
domain lies within a spectrum that can be enjoyed by any combatant. Likewise, that
degree of control can be localized geographically (horizontally and vertically), or defined
in the context of an entire theater.
d. Commanders at all levels must consider how our space and cyberspace
capabilities enhance the effectiveness and execution of joint air operations. It is
important to understand that in today’s complex operational environment, adversary
actions can be conducted on, from, within, and outside of the operational area, all with
potentially global impacts and influence.
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Chapter I
2.
Organization of Forces
a. JFCs organize forces to accomplish the mission based on their vision and a
concept of operations (CONOPS) developed in coordination with their component
commanders and supporting organizations. JFCs provide direction and guidance to
subordinate commanders and establish command relationships to enable effective spans
of control, responsiveness, tactical flexibility, and protection. The JFC’s air component
should be organized for coordinated action (through unity of command) using the air
capabilities of the joint force. Centralized control and decentralized execution are key
considerations when organizing for joint air operations. While JFCs have full authority,
within establishing directives, to assign missions, redirect efforts, and direct coordination
among subordinate commanders, they should allow Service tactical and operational
groupings to generally function as they were designed. The intent is to meet the needs of
the JFC while maintaining the tactical and operational integrity of the Service
organizations.
See JP 3-0, Joint Operations, for further discussion on the organization of forces.
b. A JFC has three basic organizational options affecting C2 of joint air operations.
In each case a key task includes organizing the staff, C2 system, and subordinate forces
that will plan, execute, and assess joint air operations. Each option, below, is further
discussed in Chapter II, “Command and Control of Joint Air Operations.”
(1) A JFC may designate a functional component commander, JFACC.
(2) A JFC may designate a Service component commander.
(3) A JFC may choose a staff option.
c. The JFACC is the commander within a unified command, subordinate unified
command, or joint task force (JTF) that is responsible for tasking joint air forces,
planning and coordinating joint air operations, or accomplishing such operational
missions as may be assigned. The JFACC is given the authority necessary to accomplish
missions and tasks assigned by the establishing commander. The JFC will base the
decision to designate a JFACC on several factors, such as:
(1) JFC overall mission.
(2) CONOPS.
(3) Mission and tasks assigned to subordinate commanders.
(4) Forces available.
(5) Duration and nature of joint air operations desired.
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Introduction
(6) Desired level of C2 for joint air operations.
3.
Joint Air Operations
a. Joint air operations are performed by forces made available for joint air tasking.
Joint air operations do not include those air operations that a component conducts as an
integral part of its own operations.
b. Joint air operations are normally conducted using centralized control and
decentralized execution to achieve effective control and foster initiative, responsiveness,
and flexibility. In joint air operations centralized control is giving one commander the
responsibility and authority for planning, directing, and coordinating a military operation
or group/category of operations. Centralized control facilitates integration of forces to
provide guidance, organization, and control to the joint air effort and maintain the ability
to focus the impact of joint air forces wherever needed across the operational area.
Command relationships are established by the JFC within his command. Decentralized
execution is the delegation of execution authority to subordinate commanders. This
makes it possible to generate the required tempo of operations and to cope with the
uncertainty, disorder, and fluidity of combat.
c. All component forces must adhere to the JFC’s guidance provided by the rules of
engagement (ROE), airspace control plan (ACP), the airspace control order (ACO), the
area air defense plan (AADP), and the special instructions (SPINS) located in the air
tasking order (ATO) to maximize combat effectiveness, minimize the risk of fratricide,
and assure deconfliction
“We better be prepared to dominate the skies above the surface of the earth,
or be prepared to be buried beneath it.”
General Carl “Tooey” Spaatz
(1891-1974)
d. Though missions vary widely across the range of military operations, the
framework and process for C2 of joint air operations are consistent. Joint air
operations may be complicated by civilian use of airspace, coordination with other
government agencies (OGAs), intergovernmental organizations (IGOs), and
nongovernmental organizations (NGOs), or integration of multinational or host nation
forces. If joint air operations may be hindered by an inadequate host nation airspace
control structure, one may have to be established by the joint force.
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CHAPTER II
COMMAND AND CONTROL OF JOINT AIR OPERATIONS
“If we lose the war in the air, we lose the war and we lose it quickly.”
Field Marshal Montgomery, 1887-1976
SECTION A. ESTABLISHING COMMAND AND CONTROL
1.
Joint Force Commander
a. Authority. The JFC has the authority to organize assigned/attached forces to best
accomplish the assigned mission based on the CONOPS. The JFC establishes
subordinate commands, assigns responsibilities, establishes or delegates appropriate
command relationships, and establishes coordinating instructions for subordinate
commanders. When organizing joint forces, simplicity and clarity are critical.
See JP 1, Doctrine for the Armed Forces of the United States, for additional doctrinal
guidance on command relationships.
b. C2 Options. When contemplating C2 options for joint air operations within the
operational area, the JFC can choose to exercise C2 through a functional component
commander by designating a JFACC, one of the Service component commanders,
or the joint force staff. Many factors will weigh on the JFC’s selection – most notably
the type and availability of forces/capabilities to accomplish the assigned mission.
Additional factors may include host and friendly nation support, level and commitment of
coalition forces, enemy capabilities and actions, and environmental limitations.
c. Factors for consideration in determining whether or not to appoint a JFACC
include:
(1) Span of control is the JFC’s ability to effectively manage the actions of
subordinates. Span of control is based on the number of subordinates, number of
activities, range of weapon systems, force capabilities, and the size and complexity of the
operational area.
(2) When joint air operations are the only operations or the duration and
scope of air operations are of a very limited nature, the JFC may elect to plan, direct,
and control joint air operations.
(3) Expertise in effective and efficient employment of joint air assets to
accomplish the JFC’s mission is available. If the JFC elects to conduct joint air
operations through his staff, the staff must be properly manned and adequately equipped
with both the personnel expertise and the C2 equipment and processes necessary to the
joint air effort.
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Chapter II
(4) Complexity and Scope of Joint Air Operations. The more complex air
operations are and/or larger in scope, the JFC should consider establishing a JFACC.
This will allow the JFC time to focus on the overall campaign vice spending it on
directing air operations.
d. Theater-Level Considerations. When the geographic combatant commander
(GCC) establishes a subordinate joint command to conduct operations, forces are
normally attached as needed, with delegation of operational control (OPCON) to the
subordinate JFC. However, the GCC also will weigh the operational circumstances and
decide if available air forces/capabilities can be most effectively employed by the
subordinate JFC(s), by retaining them at the GCC level, or a combination thereof. This
decision requires careful consideration after a thorough dialogue among the joint and
Service component/force commanders.
2.
Joint Force Air Component Commander
a. Designation. The JFC normally designates a JFACC to establish unity of
command and unity of effort for joint air operations. The JFC will normally assign
JFACC responsibilities to the component commander having the preponderance of forces
to be tasked and the ability to effectively plan, task, and control joint air; however the
JFC will always consider the mission, nature, and duration of the operation, force
capabilities, and the C2 capabilities in selecting a commander.
b. Authority. The JFACC is given the authority necessary to accomplish missions
and tasks assigned by the JFC. The JFACC will normally have OPCON over forces
assigned and exercise tactical control (TACON) over forces made available for tasking.
Component commanders assigned to the individual JFCs will normally retain OPCON
over forces assigned. The JFC may also establish support relationships between the
JFACC and other components to facilitate operations. The JFACC conducts joint air
operations in accordance with the JFC’s intent and CONOPS.
c. The JFC may designate the JFACC as the supported commander for strategic
attack, air interdiction, and airborne intelligence, surveillance, and reconnaissance (ISR)
(among other missions). As such, the JFACC is responsible to the JFC for planning,
coordinating, executing, and assessing these missions. Other component commanders
may support the JFACC in accomplishing these missions, subject to the demands of their
own JFC-assigned missions or as explicitly directed by the JFC.
d. Responsibilities. The responsibilities of the JFACC are assigned by the JFC.
These include, but are not limited to: planning, coordinating, tasking, executing,
monitoring, and assessing joint air operations, and the allocation and tasking of joint air
operation forces based on the JFC’s CONOPS, operation plan (OPLAN), operation
orders, targeting decisions, and air apportionment decisions.
Specific JFACC
responsibilities, as shown in Figure II-1, normally include:
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Command and Control of Joint Air Operations
JOINT FORCE AIR COMPONENT COMMANDER
RESPONSIBILITIES

Develop daily anticipatory guidance for construction of the air operations directive

Develop a joint air operations plan to best support the joint force commander’s
(JFC’s) concept of operations

Recommend to the JFC apportionment of the joint air effort, after consulting with
other component commanders

Allocate and task air capabilities/forces made available based upon the JFC’s air
apportionment decision

Provide oversight and guidance during execution of joint air operations

Coordinate joint air operations with operations of other component commanders
and forces assigned to or supporting the JFC

Assess the results of joint air operations

Perform the duties of the airspace control authority (ACA) and/or the area air
defense commander (AADC) unless a separate ACA and/or AADC is designated

Perform the duties of the space coordinating authority when designated


Accomplish various mission areas to include, but not limited to:

Counterair

Strategic attack

Airborne intelligence, surveillance, and reconnaissance

Air interdiction

Control intratheater and coordinate intertheater air mobility

Close air support
The joint force air component commader normally is the supported commander
for the JFC's overall air interdiction effort, while land and maritime component
commanders are supported commanders for interdiction in their area of
operations
Figure II-1. Joint Force Air Component Commander Responsibilities
(1) Develop a joint air operations plan (JAOP) to best support the JFC’s
CONOPS or OPLAN (see example in Appendix C, “Sample Joint Air Operations Plan
Format”).
(2) Recommend to the JFC air apportionment priorities that should be
devoted to the various air operations for a given period of time, after considering
objective, priority, or other criteria and consulting with other component commanders.
(3) Allocate and task the air capabilities/forces made available based on the
JFC’s air apportionment decision.
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Chapter II
(4) Develop daily anticipatory guidance for construction of the air
operations directive (AOD) (see Appendix D, “Sample Air Operations Directive”).
(5) Provide oversight and guidance during execution of joint air operations,
to include making timely adjustments to taskings of available joint air forces. The
JFACC coordinates with the JFC and affected component commanders, as appropriate, or
when the situation requires changes to planned joint air operations.
(6) Assess the results of joint air operations and forward assessments to the
JFC to support the overall assessment effort.
(7) Perform the duties of the airspace control authority (ACA), if designated.
For further detailed discussion of ACA, see JP 3-52, Joint Airspace Control.
(8) Perform the duties of the area air defense commander (AADC), if
designated AADC.
For more information on AADC, see JP 3-01, Countering Air and Missile Threats.
(9) Perform the duties of the space coordinating authority (SCA), if
designated. The SCA is responsible for coordinating and integrating space capabilities in
the operational area and has primary responsibility for joint space operations planning, to
include ascertaining space requirements within the joint force.
For further detailed discussion of SCA, see JP 3-14, Space Operations.
(10) Perform the duties of the personnel recovery (PR) coordinator, as
required.
For further detailed discussion of PR, see JP 3-50, Personnel Recovery.
(11) In concert with the above responsibilities, perform tasks within various
mission areas to include, but not limited to:
(a) Defensive and offensive counterair (OCA).
(b) Close air support (CAS).
(c) Airborne ISR and incident awareness and assessment.
(d) Air mobility operations.
(e) Strategic attack.
(f) Air interdiction.
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Command and Control of Joint Air Operations
(12) The JFACC normally is the supported commander for the JFC’s overall air
interdiction effort, while land and maritime component commanders are supported
commanders for interdiction in their areas of operations.
3.
Airspace Control Authority
a. The ACA is the commander designated by the JFC to assume overall
responsibility for the operation of the airspace control system (ACS) in the airspace
control area (see Figure II-2). The ACA’s ACP, approved by the JFC, provides general
guidance for the control of airspace (see sample ACP, Appendix E, “Sample Airspace
Control Plan”). The tool used by the ACA to exercise this authority is the ACO, which
implements specific control procedures for established time periods. The ACO also
provides the details of the approved requests for airspace coordinating measures (ACMs).
All air missions are subject to the ACO and the ACP. The ACO and ACP provide
direction to integrate, coordinate, and deconflict the use of airspace within the operational
area. (Note: This does not imply any level of command authority over any air assets.)
Methods to accomplish this integration, coordination, and deconfliction range from
positive control of all air assets in an airspace control area to procedural control of all
such assets, with any effective combination of positive and procedural control between
the two extremes (see Figure II-3). The ACA ensures the ACP and ACO facilitate JFC
requirements for airspace users.
AIRSPACE CONTROL PROCEDURES OBJECTIVES

Enhance effectiveness in accomplishing the joint force commander's
objectives

Prevent mutual interference

Facilitate air defense identification

Safely accommodate and expedite the flow of all air traffic in the area of
responsibility/joint operations area

Prevent fratricide
Figure II-2. Airspace Control Procedures Objectives
b. Airspace Control Considerations. Depending on the mission and ROE, the
degree of control of air assets may need to be rigorous, close, and restrictive, especially in
an operational environment that can transition quickly from combat to noncombat and
back again. The airspace may require positive control, special ACMs (procedural
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Chapter II
METHODS OF AIRSPACE CONTROL
Positive Control
 Positively identifies, tracks, and
directs air assets using:
Procedural Control
 Includes real time dynamic routing
via a procedural control means
 Relies on previously agreed to and
promulgated airspace coordinating
measures such as:
 Radars
 Other sensors
 Identification, friend or foe/
Selective identification feature
 Comprehensive air defense
identification procedures and
rules of engagement
 Digital data links
 Low level transit routes
 Other elements of the command
 Minimum risk routes
and control system
 Visual positive control in
terminal airspace
 Aircraft identification maneuvers
 Fire support coordinating
measures
 Coordinating altitudes
Figure II-3. Methods of Airspace Control
control), and real-time joint battle management to control the operational activity of the
joint force including strict constraints on the forces, weapons, and tactics employed.
c. Additional Airspace Control Considerations. The JFC will determine the
degree of airspace control required in the joint operations area (JOA). The JFC may set a
coordinating altitude for designated airspace in the JOA. As a matter of controlling joint
air operations, the JFC typically may require all air missions, including fixed- and
rotary-wing, manned and unmanned (except small hand-held systems) of all
components, to appear on the appropriate ATO and/or flight plan. Also, all aircrew
and unmanned aircraft (UA) operators must adhere to approved operational procedures.
Typically these procedures are promulgated by the JFACC in the SPINS annex of the
ATO. This type of rigorous control may be necessary because the mix of friendly,
adversary, and neutral aircraft and mission constraints may require the JFC to strictly
control flights in the operational area. In this environment, the JFACC may elect to
augment forward theater air ground system (TAGS) elements with additional planning
personnel, training, and capabilities. No matter what methods the JFC chooses, they need
to be continually evaluated for effectiveness and efficiency as the environment and
mission change.
d. ACA Responsibilities. The ACA achieves airspace control through positive or
procedural methods. This includes centralized direction of the ACP, with the authority of
the ACOs, supplemented by ACMs, and coupled with an ACS. The ACA should
coordinate with joint force components’ liaisons prior to commencement of operations.
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Command and Control of Joint Air Operations
The ACA must integrate and coordinate the airspace requirements of all the
components. The ACA does not have the authority to approve, disapprove, or deny
combat operations. That authority is only vested in operational commanders. The ACA
assumes overall responsibility for the ACS in an airspace control area. Subject to the
authority and approval of the JFC, the broad responsibilities of the ACA include:
(1) Coordinating and integrating the use of the airspace control area.
(2) Developing broad policies and procedures for airspace control and for the
coordination required among all users of airspace within the airspace control area.
(3) Establishing an ACS that provides for integration of host and other affected
nations’ constraints and requirements.
(4) Coordinating and deconflicting airspace control area user requirements.
(5) Promulgating ACS policies and procedures via the JFC-approved ACP.
e. A key responsibility of the ACA is to provide the flexibility needed within the
ACS to meet contingency situations that necessitate rapid employment of forces as well
as dynamic changes made by component staffs. The ACO is published either as part of
the ATO or as a separate document.
For further detailed discussion of ACA, see JP 3-52, Joint Airspace Control.
4.
Area Air Defense Commander
a. The AADC is responsible for defensive counterair (DCA) operations, which
includes integrated air and missile defenses for the JOA. DCA and OCA operations
combine as the counterair mission, which is designed to attain and maintain the degree of
air superiority desired by the JFC. In coordination with the component commanders, the
AADC develops, integrates, and distributes a JFC approved joint AADP. The AADP is
integrated with the ACP by the AADC and the ACA. Typically, for forces made
available for DCA, the AADC retains TACON of air sorties, while surface-based air and
missile defense forces may be provided in support (e.g., PATRIOT missile systems). As
such, the US Army Air and Missile Defense Command (AAMDC) should be collocated
with the joint air operations center (JAOC), if established, and conduct collaborative
counterair intelligence preparation of the battlespace (IPB), planning, and execution
control. In distributed operations, the AAMDC is not necessarily in the JAOC but is still
functionally tied to it. Some of the Aegis-equipped/command ships may be made
available and assigned tasks in support of the AADC for C2 of air defense in a maritime
or littoral area while remaining under the OPCON/TACON of the appropriate Navy force
commander.
b. Area Air Defense Considerations. DCA operations are integrated with other
air operations within the operational area through the AADP (see sample AADP in
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Chapter II
JP 3-01, Countering Air and Missile Threats). The AADC normally is responsible for
developing an integrated air defense system by integrating the capabilities of different
components with a robust C2 architecture. Because of their time sensitive nature,
DCA operations require streamlined coordination and decision-making processes,
facilitated by the AADP. The AADP is the integration of active air defense design,
passive defense measures, and the C2 system to provide a comprehensive approach to
defending against the threat. It should address command relationships, the adversary and
friendly situations, the AADC’s intent, concept of operation, and logistics and C2
requirements, as well as detailed weapons control and engagement procedures. Weapons
control procedures and airspace control procedures for all air defense weapon systems
and forces must be established. These procedures must facilitate DCA operations while
minimizing the risk of fratricide. Planners must understand they routinely will be
required to modify the AADP due to the dynamic nature of joint counterair operations.
Ideally, as the JFC’s operation/campaign progresses and the AADP is refined, the
combination of DCA and OCA operations should diminish the enemy’s ability to conduct
air and missile attacks, reducing the requirement for DCA operations and the threat to the
JFC’s freedom of action.
For further detailed discussion, see JP 3-01, Countering Air and Missile Threats.
c. AADC responsibilities include planning, integration, synchronization, and
coordination of DCA operations with other tactical operations throughout the JOA. This
may be facilitated by the JFC’s designation of regional and sector air defense
commanders. Additional AADC responsibilities include:
(1) Developing, integrating, and distributing a JFC-approved AADP in
coordination with Service and functional components.
(2) Developing and executing a detailed plan to disseminate timely air and
missile warning and cueing information to components, forces, allies, coalition partners,
and civil authorities, as appropriate, in coordination with the intelligence directorate of a
joint staff (J-2), the operations directorate of a joint staff (J-3), and the communications
system directorate of a joint staff.
(3) Developing and implementing identification and engagement procedures
that are appropriate to the air and missile threats.
(4) Ensuring timely and accurate track reporting procedures
participating units to provide a consistent common operational picture.
among
(5) Establishing air defense sectors or regions, as appropriate, to enhance
decentralized execution of DCA.
(6) Preventing fratricide.
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Command and Control of Joint Air Operations
(7) Coordinating the protection of those assets listed on the defended asset list
(DAL).
d. Implementation of the AADP takes place through the SPINS annex of the ATO.
SECTION B. EXERCISING COMMAND AND CONTROL
5.
Joint Air Operations Command and Control System
a. Joint Air Operation C2 System. The C2 system for joint air operations will
vary depending on the operational area and specific missions. Given the flexibility of
modern C2 capabilities, geographic considerations have less of an impact on
organizational structure today than in the past. The entire C2 system may be spread
across the operational area or concentrated in a specific location, either in close proximity
to the fight or far from it. Ultimately, there is no standard template for C2 design.
(1) Normally, the joint air operation C2 system will be built around the C2
system of the Service component commander designated as the JFACC. Each of the
Service commanders has an organic system designed for C2 of their air operations.
Whether it is the Air Force’s theater air control system (TACS)/air and space operations
center (AOC), the Navy’s composite warfare commander (CWC)/Navy tactical air
control system (NTACS), Marine air command and control system (MACCS), or the
special operations air-ground system (SOAGS) that serves as the nucleus for C2 of joint
air operations; the remainder will be integrated to best support the JFC’s CONOPS.
(2) TAGS. When all elements of the TACS, Army air-ground system (AAGS),
CWC/NTACS, MACCS with fire support coordination center hierarchy, and SOAGS
integrate, the entire system is labeled the TAGS. Technology has improved the JFACC's
ability to command and control joint air power. The speed of modern warfare, as well as
the precision of today's weapons, dictate close coordination in the operational area among
the JFC's components. The JFACC must ensure all elements of the TAGS are in place
and the various liaison positions are filled prior to, or as soon as possible after, the start of
an operation or campaign.
b. Air Force
(1) The TACS is the commander, Air Force forces (COMAFFOR)
mechanism for commanding and controlling component air and space power. It consists
of airborne and ground elements to conduct tailored C2 of air and space operations
throughout the range of military operations, including air defense, airspace control,
and coordination of space mission support not resident within theater. The structure of
the TACS should reflect sensor coverage, component liaison elements, and the
communications systems required to provide adequate support. As an organic Air Force
system, the TACS remains under OPCON of the COMAFFOR. In multinational
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commands, the name and function of certain TACS elements may differ, but
multinational air components have similar capabilities.
(2) The AOC is the senior C2 element of the TACS and includes personnel
and equipment of necessary disciplines to ensure the effective planning and conduct of
component air and space operations (e.g., communications, operations, ISR). The AOC
is designed to expand with augmentation to form the JAOC when the COMAFFOR is
designated by the JFC as the JFACC
c. Army
(1) Army Air-Ground System. The AAGS is used for synchronizing,
coordinating, and integrating airspace users, air and missile defense, fires, and other
warfighting functions with the Army ground commander's scheme of maneuver.
Although some elements supporting AAGS, such as the tactical air control party/air
support operations center (ASOC)/air naval gunfire liaison company, belong to different
Services or other nations, they function as a single entity in planning, coordinating,
deconflicting, and integrating air support operations with Army ground operations.
When they are operating in this capacity, TACS and AAGS are often referred to TACSAAGS (see Figure II-4).
(2) The AAGS provides interface between Army and tactical air support
agencies of other Services in the planning, evaluating, processing, and coordinating of air
support requirements and operations.
Utilizing organic staff members and
communications systems, the AAGS works in conjunction with the TACS to coordinate
and integrate both Army component aviation support and Air Force component support
with Army maneuver. Airspace command and control (AC2) elements are at the senior
Army echelon and extend down through all tactical command levels to maneuver units.
These are typically brigades, but may be larger or smaller units depending on the mission.
The air defense airspace management/brigade aviation element (ADAM/BAE) cell is
located in the brigade combat team. The ADAM/BAE coordinates airspace requirements
with higher headquarters as well as joint and/or multinational forces via the ACA.
(a) Coordination between the TACS and the AAGS includes the
battlefield coordination detachment (BCD) in the AOC and the air component
coordination element at the Army component commander's headquarters. The
ASOC is the next level of Air Force-Army integration. While the AOC provides control
of air power, the ASOC provides primary control of air power in support of the Army.
Integration then continues down through the Air Force component liaisons aligned with
land combat forces.
(b) The ASOC’s primary mission is to provide direction and control of air
operations directly supporting Army ground forces. The ASOC will coordinate and assist
with airspace requirements with the Army AC2 element. While Army AC2 elements
normally control air assets organic to maneuver commanders, the ASOC normally
controls all joint air allocated from the JFACC in support of the Army component.
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Command and Control of Joint Air Operations
TYPICAL JOINT FORCE AIR COMPONENT COMMANDER
STAFF AND JOINT AIR
OPERATIONS CENTER ORGANIZATION
JFACC
Personal and Special Staff
Personnel
Communications
JAOC Director
Strategy
Strategy
Plans
Combat
Plans
TET
Strategy
Guidance
Operational
Assessment
MAAP
ATO
Production
C2 Plans
Information
Operations
Combat
Operations
Offensive
Operations
Defensive
Operations
SIDO Team
Interface
Control
Air
Mobility
ISR
Analysis,
Aircraft
Correlation, and Control
Fusion
Air Refueling
Targets/ Tactical Control
Assessment
Air Mobility
ISR Operations Control
PED
Management
Specialty
and
Support
Teams
PRCC
Aeromedical
Evacuation
Liaison Elements
AAMDC
AFLE
BCD
MARLE
NALE
SOLE
USTRANSCOM
Unit Liaisons
Interagency
Liaisons
NGOs
IGOs
Contractors
Multinational
Liaisons
LEGEND
AAMDC US Army Air and Missile Defense
Command
AFLE
Air Force liaison element
ATO
air tasking order
BCD
battlefield coordination detachment
C2
command and control
IGO
intergovernmental organization
ISR
intelligence, surveillance, and
reconnaissance
JAOC
joint air operations center
JFACC joint force air component commander
Command Authority
MAAP
MARLE
NALE
NGO
PED
master air attack plan
Marine liaison element
naval and amphibious liaison element
nongovernmental organization
processing, exploitation, and
dissemination
PRCC
personnel recovery coordination cell
SIDO
senior intelligence duty officer
SOLE
special operations liaison element
TET
targeting effects team
USTRANSCOM United States Transportation
Command
Coordination
Figure II-4. Typical Joint Force Air Component Commander Staff and Joint Air Operations
Center Organization
During linear operations, the ASOC normally controls airspace users short of the fire
support coordination line (FSCL), while the control and reporting center normally
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controls airspace beyond the FSCL. The size and shape of the ASOC's mission area will
vary greatly during nonlinear operations. ASOC capabilities should be defined and
planned for before operations begin. Considerations include, but are not limited to,
physical location of the ASOC, terrain, and FSCL depth. Flexibility in the ASOC is vital,
especially during irregular warfare. Augmenting forward TACS elements with additional
planning personnel, training, and capabilities ensures the continued effective use of joint
air power. The JFC, via the ACP, will determine the airspace control agency for the
campaign’s operational areas. The JFC may assign the airspace control area to the ACA.
The ACA, under the JFC’s guidance, may assign a commander an airspace control sector
to accomplish a specified mission or facilitate decentralized execution by making
airspace control arrangements best suited for the operation.
d. Navy. The NTACS is the principal air control system afloat for amphibious air
operations. The NTACS is comprised of the Navy tactical air control center (TACC),
tactical air direction center, and helicopter direction center. The Navy TACC is the
primary air control agency within the amphibious operations area from which all air
operations supporting the amphibious task force are controlled. The maritime
operations center (MOC) provides the commander (numbered fleet commander, Navy
component commander [NCC], or joint force maritime component commander
[JFMCC]) with a functionally organized staff and C2 systems, to include collaborative air
planning tools such as the theater battle management core system (TBMCS). Operational
level air planning occurs in the MOC. The MOC conducts planning for naval strike, air
interdiction, Tomahawk land attack missile, naval surface fire support, missile defense,
maritime patrol and reconnaissance aircraft operations, and PR missions. Maritime air
operations' planning is collaborative involving the MOC, the JAOC, and Navy task force
commanders and other subordinate staffs. The JFMCC/NCC provides overall operational
level guidance and planning. Tactical air planning is conducted largely by subordinate
forces at sea.
e. Marine Corps. The MACCS consists of various air C2 agencies designed to
provide the Marine air-ground task force (MAGTF) aviation combat element (ACE)
commander with the ability to monitor, supervise, and influence the application of
Marine aviation's six functions: antiair warfare; offensive air support; assault support;
electronic warfare; air reconnaissance; and, control of aircraft and missiles. The Marine
Corps force’s focal point for tasking and exercising OPCON over Marine Corps aviation
is the Marine Corps tactical air command center (TACC), which performs similar duties
for organic Marine Corps aviation to those that the AOC performs for Air Force
component operations. The direct air support center (DASC) is the principal air control
agency responsible for the direction of air operations that support Marine ground forces.
It functions in a decentralized mode of operation, but is directly supervised by the Marine
TACC. The DASC is roughly equivalent to the Air Force’s ASOC. The tactical air
operations center, subordinate to the Marine TACC, is the principal air defense agency in
the MAGTF and provides real time surveillance, direction, positive control, and
navigational assistance for friendly aircraft.
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6.
Joint Force Air Component Command Organization
a. JFACC
(1) The JFACC should establish a close working relationship with the JFC to
ensure the optimum employment of joint air power. This working relationship should
extend through the JFC and JFACC staffs, as well as the other component staffs that play
a crucial role in supporting the JFC with air power capabilities. The JFACC will
normally operate from a JAOC. The JAOC and the JFACC’s staff should be manned
with subject matter experts who reflect the capabilities/forces available to the JFACC for
tasking and include appropriate component representation. This representation will
provide the JFACC with the knowledge and experience required. JFACC staff billets
requiring specific expertise or individuals should be identified, staffed accordingly,
trained, and employed during peacetime exercises to ensure their preparedness for
military operations. To be most effective, the JFACC should incorporate appropriate
component representation throughout the JAOC and staff, rather than just limiting them
to a liaison position.
(2) JAOC Organization. The JAOC is structured to operate as a fully
integrated command center and should be staffed by members of all participating
components, to include key staff positions, to fulfill the JFACC’s responsibilities. A
JAOC provides the capability to plan, coordinate, allocate, task, execute, monitor, and
assess the activities of assigned or attached forces. Through the JAOC, the JFACC
monitors execution of joint air operations and directs changes as the situation dictates.
As the lead C2 mechanism of the TAGS, the JAOC should have secure and redundant
communications with operations, logistics, weather, and intelligence centers, higher and
lateral headquarters, as well as subordinate units to preclude degradation in its ability to
control joint air forces. JAOC organizations may differ. Elements that should be
common to all JAOCs are the strategy division (SD), combat plans division (CPD),
ISR division, air mobility division (AMD), and combat operations division (COD).
Divisions, cells, or teams within the JAOC should be established as needed (see
Appendix F, “Joint Air Operations Center Divisions and Descriptions,” for JAOC
divisions and descriptions). The JAOC director focuses on integrating the planning,
coordinating, allocating, tasking, executing, and assessing tasks and coordinates with the
director of mobility forces (DIRMOBFOR) to meet the airlift and tanker priorities.
Planning future joint air operations and assessing the effectiveness of past operations is
usually the responsibility of the SD, while the CPD is usually devoted to near-term
planning and drafting of the daily ATO. Execution of the daily ATO is carried out by the
COD and closely follows the action of current joint operations, shifting air missions from
their scheduled times or targets, and making other adjustments as the situation requires.
The AMD is normally responsible for integrating intertheater and intratheater airlift,
aerial refueling, and aeromedical evacuation (AE) into air plans and tasking orders, and
for providing liaison with United States Transportation Command (USTRANSCOM).
An ISR division matches collection requirements with integrated ISR assets. Figure II-5
shows a typical organization of the JFACC’s staff and the JAOC. Each of the JAOC’s
major activities relies on expertise from liaisons (e.g., BCD, AAMDC liaison team, naval
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and amphibious liaison element [NALE], Air Force liaison element [AFLE], special
operations liaison element [SOLE], Marine liaison element [MARLE]) to coordinate
requests or requirements and maintain a current and relevant picture of the other
KEY AIR FORCE AND ARMY COMPONENTS OF THE
THEATER AIR CONTROL SYSTEM-ARMY AIR-GROUND
SYSTEM
FAC(A)
AWACS
CRC
JSTARS
JFC
Air
Component
Land
Component
AOC
BCD
II
X
XX
XXX
Battalion
Brigade
Division
Corps
TACP
ADAM/
BAE
AC2
AC2
TACP
TACP
TACP
ACCE
GLO
ASOC
WOC
(WG, GP, SQN)
Air Force Air Request Net
TACS-AAGS Connectivity
LEGEND
AAGS
AC2
ACCE
ADAM
AOC
ASOC
AWACS
BAE
BCD
CRC
FAC(A)
Army air-ground system
airspace command and control
air component coordination element
air defense airspace management
air and space operations center
air support operations center
Airborne Warning and Control System
brigade aviation element
battlefield coordination detachment
control and reporting center
forward air controller (airborne)
Command Authority
GLO
GP
JARN
JFC
JSTARS
SQN
TACP
TACS
WG
WOC
ground liaison officer
group
joint air request net
joint force commander
Joint Surveillance Target Attack Radar
System
squadron
tactical air control party
theater air control system
wing
wing operations center
Coordination
Figure II-5. Key Air Force and Army Components of the Theater Air Control System-Army
Air-Ground System
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Command and Control of Joint Air Operations
component operations. For more on liaisons, see Appendix G, “Liaison Elements within
the Joint Air Operations Center.”
For further detail on air mobility, see Chapter III, “Planning and Execution of Joint Air
Operations,” paragraph 8, “Air Mobility Considerations,” and JP 3-17, Air Mobility
Operations.
(a) Functional Area and Mission Experts. Functional area experts (such
as intelligence, meteorological and oceanographic, logistics, space operations, legal,
airspace, plans, and communications personnel) provide the critical expertise in support,
plans, execution, and assessment functions. Mission experts in air-to-air, air-to-ground,
ground-to-air, information operations (IO), reconnaissance, air refueling, PR, and other
areas provide the technical warfighting expertise required to plan for joint air operations
and employ capabilities/forces made available by the components. Functional and
mission experts from all components will provide manning throughout the JAOC and at
all levels of command, and may be organized in special teams.
(b) Preparation. For each specific operation, the nucleus of the JFACC
staff should be trained in joint air operations and be representative of the joint
force. Staff augmentation with manning as identified above ensures joint representation
throughout the JAOC. The JFACC, in coordination with other component commanders,
will determine specific manning requirements based on the size and scope of the
operation, force list, and personnel availability.
(c) Finally, the role of intelligence is extremely important and is an
integral part of the daily functions of the JAOC. Intelligence personnel monitor and
assess adversary capabilities and intentions, especially weapons of mass destruction
(WMD) threats, and provide assistance in target, weapon, fuse, and platform selection,
including UA recommendations, and WMD response. In coordination with the SD’s
operational assessment team, they also conduct an assessment of the effectiveness of
combat operations and provide an up-to-date picture of the adversary, expected adversary
operations, and the status and priority of assigned targets to assist in execution day
changes.
(3) The JFACC may establish one or more joint air component
coordination elements (JACCEs) with other commanders’ headquarters to better
integrate joint air operations with their operations. When established, the JACCE is
a component level liaison that serves as the direct representative of the JFACC. A
JACCE is normally made up of the liaison element(s) of the Service designated to
provide the JFACC (see paragraph 8, “Liaisons”). The JACCE does not perform any C2
functions and the JACCE director does not have command authority over any air forces.
The JACCE facilitates the integration of joint air power by exchanging current
intelligence, operational data, support requirements, and by coordinating the integration
of JFACC requirements for ACMs, fire support coordination measures, PR, and CAS.
JACCE expertise should include plans, operations, ISR, space, airspace management, air
mobility, and administrative and communications support.
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See Appendix H, “The Joint Air Component Coordination Element,” for JACCE
responsibilities and notional organization.
(4) Tasking Component Forces
(a) The JFC has the authority to provide a component’s forces for joint air
tasking. The JFC determines what air capabilities/forces to make available for
conducting joint air operations, in consultation with component commanders. Typically,
component commanders will make agreements on contributions to the joint air effort
without JFC intervention unless an agreement cannot be reached.
(b) Forces are tasked by the JFACC based on the JFC’s approval of the
JFACC’s air apportionment recommendation (e.g., CAS, interdiction). In the case of a
theater JFACC, the GCC will decide what air capabilities/forces are provided to each
subordinate JFC. The air apportionment decision referenced here is made by each
subordinate JFC.
(c) Component forces must comply with the ROE, ACP, ACO, AADP, and
SPINS. Some smaller (Group 1) unmanned aircraft systems (UASs) may not be included
on the ATO based on use and mission requirements. The inclusion of air assets in the
ATO does not imply any change in command relationships or tasking authority over
them, nor does it restrict component commanders’ flexibility to respond to the dynamics
of the operational environment.
(d) Army forces (ARFOR) are normally employed are as part of the
combined arms team. Army aviation, air defense, fires (e.g., Army Tactical Missile
System), and other forces made available to the JFACC are in a support relationship. The
integration of ARFOR and other component airspace users, to include UASs and fires,
requires detailed planning and coordination throughout the operational area.
(e) Marine Corps Aviation Assets. The primary mission of the MAGTF
ACE is to support the MAGTF ground combat element. During joint operations, the
MAGTF aviation assets will normally be in support of the MAGTF mission. The
MAGTF commander will make sorties available to the JFC, for tasking through the
JFACC, for air defense, long range air interdiction, and long-range reconnaissance.
Sorties in excess of MAGTF direct support requirements will be provided to the JFC for
tasking through the JFACC for the support of other components of the joint force or the
joint force as a whole. NOTE: Sorties provided for air defense, long-range interdiction,
and long-range reconnaissance are not “excess” sorties and will be covered in the ATO.
These sorties provide a distinct contribution to the overall joint force effort. The JFC
must exercise integrated control of air defense, long-range reconnaissance, and
interdiction aspects of the joint operation or theater campaign. Excess sorties are in
addition to these sorties.
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(f) Navy Aviation Assets. Navy assets normally are retained for
employment in support of the assigned joint maritime missions, including sea control,
deterrence, and maritime power projection within the operational area. Assets include
sea- and land-based naval aircraft. Navy assets not required for assigned joint missions
or for fleet defense will normally be made available for tasking via the joint air tasking
process.
(g) Air Force Air and Space Assets. The air and space expeditionary task
force (AETF) is the primary means by which the Air Force presents forces to a JFC.
AETFs are sized and tailored to meet the JFC’s specific mission requirements. Air Force
assets include bombers, specialized reconnaissance and C2 air and ground platforms and
centers, air mobility aircraft, single and multi-role fighters, and UASs. Air Force
capabilities also include intertheater and intratheater airlift: air to air refueling; ISR;
PR/combat search and rescue; and extensive space assets. To plan, execute, and assess
air and space operations, the Air Force has developed tailored Air Force AOCs that can
be networked to provide the full range of Air Force air, space, and cyberspace capabilities
to a joint force. These AOCs may be further tailored to address changing operational
environments, and may be augmented by operations centers anywhere else in the world.
With the exception of certain national assets, special operations, and intertheater air
mobility assets, the COMAFFOR will normally have OPCON over Air Force assets in
the operational area. In most cases, all Air Force forces assigned aircraft are made
available for employment as directed by the JFACC.
(h) Special Operations Forces (SOF) Aviation Assets. The joint force
special operations component commander (JFSOCC)/commander, joint special
operations task force (CDRJSOTF) may designate a joint special operations air
component commander (JSOACC) responsible for planning and executing joint special
operations air activities. If a JSOACC has not been designated, then SOF air power is
usually controlled by its Service component within the joint force special operations
command. When SOF aviation assets are employed primarily in support of conventional
air operations, the JFC may make these sorties available to the JFACC for tasking.
Command relationships, launch authority, and other coordination measures between the
components should specifically address situations where the same SOF aviation assets
may be tasked to conduct missions for both components during the same ATO period.
Whether operating autonomously or in conjunction with conventional forces, special
operations must be integrated into, and closely coordinated with, other air operations
conducted in theater. In order to coordinate and deconflict operations, the JFSOCC and
the JFACC exchange liaison teams.
1. The JFSOCC/CDRJSOTF normally provides the JAOC a SOLE to
coordinate, deconflict, and integrate special operations air, surface, and subsurface
operations with conventional air operations. Additionally the SOLE ensures coordination
of SOF operations in the JFACC’s ATO and ACO. The SOLE director serves as the
personal liaison of the JFSOCC/CDRJSOTF to the JFACC. This individual is not in the
SOF chain of command, thus command authority for the mission tasking, planning, and
execution of SOF units remains with the JFSOCC/CDRJSOTF. The SOLE director
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places liaison officers (LNOs) in divisions of the JAOC to integrate with the JAOC staff.
The type of expertise sourced and provided depends on the type of operations. SOLE
staff members report directly to the SOLE director while serving in the SOLE.
2. The JFACC provides the JFSOCC/CDRJSOTF or other SOF
organizations a JACCE. The JACCE is responsible to the JFACC and coordinates with
the SOF organization, representing the JFACC’s needs in either a supporting or
supported role.
For more information on special operations and the SOLE, see JP 3-05, Doctrine for
Joint Special Operations and JP 3-05.1, Joint Special Operations Task Force Operations.
(5) JFACC Options
(a) Designated JFACC for each JFC subordinate to the GCC. A GCC
normally establishes a subordinate JTF to conduct operations, and forces are normally
attached as needed, with specification of OPCON to the subordinate JFC. This option
will place dedicated air assets and independent C2 capability under the OPCON of the
JFC for whom they are performing the mission. It provides unity of command over the
forces employed within the assigned JOA and greater direct control and predictability as
to which air assets are available.
(b) Theater JFACC. A GCC may establish multiple JTFs within the area
of responsibility (AOR), but decide to retain C2 of joint air forces at the GCC level. Joint
air forces will be controlled to support the multiple JTF commanders according to the
JTF commanders’ objectives and the GCC's AOR- wide priorities. In this situation, joint
air forces are controlled at the theater level, under the direction of the “theater JFACC,”
subordinate to the GCC. The theater level JFACC provides flexibility in managing
limited air assets to meet the requirements of the GCC and multiple JTFs.
1. The theater JFACC will be the supporting commander to the GCC’s
subordinate JTF commanders’ joint air operations within their respective JOAs. Per JP 1,
Doctrine for the Armed Forces of the United States, an establishing directive should be
promulgated to clearly delineate support command relationships. Unless limited by the
establishing directive, the supported JTF commanders will have the authority to exercise
general direction of the supporting effort. (General direction includes the designation and
prioritization of targets or objectives, timing and duration of the supporting action, and
other instructions necessary for coordination and efficiency.)
2. The theater JFACC, as the supporting commander, determines the
forces, tactics, methods, procedures, and communications to be employed in providing
this support. The JFACC will advise and coordinate with the supported JTF commanders
on matters concerning the employment and limitations (e.g., logistics) of such support,
assist in planning for the integration of such support into the supported JTF commanders’
efforts as a whole, and ensure that support requirements are appropriately communicated
within the JFACC’s organization. When the JFACC cannot fulfill the needs of the
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Command and Control of Joint Air Operations
supported JTF commander, the GCC will be notified by either the supported JTF
commander or JFACC. The GCC is responsible for determining a solution. For their
operations, these JTF commanders – as JFCs - will exercise approval authority for
products normally generated for “JFC approval” (including products generated by the
theater JFACC for their JOA).
3. The theater JFACC may deploy one or more JACCEs to the JTF
headquarters and other component headquarters as needed to ensure they receive the
appropriate level of joint air support (see Appendix H, “The Joint Air Component
Coordination Element,” for a more detailed description of JACCE). The JACCE will
provide on-hand air expertise to the JTF commanders and the direct link back to the
theater JFACC and the JAOC.
(c) Between these two options presented there can be other potential
organizational variations. While it is impossible to assemble a complete list of all
potential C2 arrangements, two additional options that commanders may consider follow.
Typical
1. Multiple JFACCs sharing a Theater JAOC.
arrangements of this nature have been driven by unforeseen, short-term incidents outside
the scope of the original JAOC establishment. In this case, sufficient manning and
infrastructure must be in place to support both individual JFACC missions prior to
establishing such an arrangement.
2. Theater JFACC or JTF’s JFACC to operate concurrently with
a JSOACC assigned to a CDRJSOTF. This is a possible arrangement, although not
commonly used, when a joint special operations task force (JSOTF) is formed and air
assets not being used at a given time by the CDRJSOTF may be made available to the
JFACC for tasking.
b. The options discussed above contain combatant commander (CCDR)/subordinate
relationships. Approval authority is inherent in command; therefore, it is imperative
subordinate JFCs exercise approval authority over those processes affecting operations
within their JOAs regardless as to whether the products are developed by resources
allocated to the command or by other headquarters. This includes, but is not limited to:
air apportionment decisions, targeting products, joint air estimates, JAOP, and
ACPs/ACOs/AADPs.
7.
Joint Force Staff Option
In operations of limited scope, duration, or complexity, or in which air operations are
a relatively small aspect of the overall joint force, the JFC may plan, direct, and control
joint air operations with the assistance of the JFC staff. In this situation, the JFC would
retain command authority and responsibility and would normally request augmentation
from appropriate components to perform the C2 air function and assist in planning and
coordinating joint air operations. In the joint force staff option all previously discussed
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JFACC responsibilities will be accomplished by the joint force staff as directed by the
JFC.
a. The JFC staff operates out of the joint operations center (JOC). Under the JFC
staff option, the JOC also functions as the C2 node for joint air operations. The
composition of a joint staff should reflect the composition of the subordinate joint forces
to ensure that those responsible for employing those forces have a thorough knowledge of
their capabilities and limitations. The presence of liaisons on a single-Service staff does
not transform that Service staff into a joint staff. The joint staff should be composed of
appropriate members in key positions of responsibility from each Service or functional
component having significant forces assigned to the command. The same general
guidelines for joint staffs apply to multinational operations. Key staff positions ought to
be a representative mix of US and multinational officers with shared responsibilities and
trust.
b. JFC Staff Authority and Responsibilities. The JFC staff derives its authority
from the JFC. JFC staff relationships and responsibilities must be specified early in the
planning process. Although command authority for tasking subordinate commanders is
retained by the JFC, the JFC may assign responsibility for coordinating joint air
operations to a staff directorate (e.g., J-3), a specific staff officer (e.g., J-3 air officer), or
a special staff.
(1) Planning. The JFC staff prepares the JAOP to support the JFC’s objectives.
They may also prepare the ACP, AADPs, and DAL.
(2) Coordination. The JFC staff coordinates joint air activities with other
operations in the operational area. As appropriate, subordinate commanders and
coordinating agencies furnish liaison elements and augmentation personnel to the JFC
staff to coordinate with the joint force.
(3) Execution. The JFC staff monitors the execution of joint air operations by
subordinate commanders tasked through the ATO. This may include redirecting sorties,
as directed by the JFC, to accomplish joint force objectives.
(4) Supporting Operations. Joint air operations may require support (e.g.,
suppression of enemy air defenses, ground-based air defense) from resources other than
aircraft. The JFC may direct components to support joint air operations with assets,
capabilities, or forces, in addition to the air capabilities/forces provided.
8.
Liaisons
a. In addition to the JFC and his staff, other component commanders and their staffs
require continuous and ready access to the JFACC and the JFACC’s staff. Principle
means of accomplishing this is through personal contact, the established communications
and information support system, and liaison personnel. These liaisons work for their
respective component commanders and work with the JFACC and staff. Each
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component normally provides liaison elements (BCD, SOLE, NALE, MARLE, AFLE,
AAMDC, and others, as appropriate) that work within the JAOC. These liaison elements
consist of personnel who provide component planning and tasking expertise and
coordination capabilities. They help integrate and coordinate their component’s
operations with joint air operations.
See Appendix G, “Liaison Elements Within the Joint Air Operations Center.”
b. Component Liaisons. Component liaisons serve as conduits for direct
coordination between the JFACC and their respective component commanders.
Functional or Service component commanders should delegate appropriate authority to
their liaisons to effectively participate in the JAOC environment and processes.
Component commanders should determine liaison responsibilities and authorize direct
coordination with specified commanders and staff. They must be equipped and
authorized to communicate directly with their respective component commander. The
liaisons have the responsibility of presenting component perspectives and considerations
regarding planning and executing joint air operations. Component liaisons must be
familiar with the details of all component air, surface, and subsurface missions to
coordinate their impact on joint air operations and its impact upon them.
c. Other Liaisons. IGOs, OGAs, NGOs, and contractors conduct activities near or
in areas of military operations. CCDRs must be cognizant of these organizations and
their actions. To the extent possible, commanders should ensure that these organizations’
efforts and military efforts are coordinated and complementary (or at least not in
conflict). Commanders should consider establishing coordination and mutual support
mechanisms, as needed, to eliminate or mitigate conflict and support US goals in the
region. Liaisons from these organizations to the JFACC may be appropriate.
Multinational partners, particularly in operations being conducted in conjunction with or
in close proximity to those of allied nations, may provide liaisons that work with the
JFACC to ease coordination between forces. They work with the JFACC to coordinate
the activities of their sending organizations. In addition, the JFACC should consider
sending liaisons to appropriate organizations, for example, coalition intelligence
collection, air defense, homeland defense, and airborne related functions.
9.
Joint Force Air Component Commander Basing and Transition
a. Procedures for joint air operations are designed to exploit the flexibility of air
power to achieve joint force objectives while providing support to component operations.
Joint air operations scenarios may vary, and each scenario requires extensive planning
when transition of JFACC responsibilities is necessary.
b. Land-based JFACC. In large-scale air operations, land-based JFACCs and
JAOCs are normally desired because of the enhanced logistics and communications
provided by additional equipment and workspaces that may not be available on sea-based
facilities.
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c. Sea-based JFACC. The JFACC and JAOC may be sea-based when any one of
the following conditions are present:
(1) Maritime forces provide the preponderance of air assets and have the
organizational construct, operating experience, and management functions capability to
effectively plan, task, and control joint air operations.
(2) Land-based facilities or sufficient infrastructure does not exist.
(3) A secure land-based area is not available and ground support forces are
forced to withdraw.
d. JFACC Transition. Effective joint air operations planning must contain
provisions to transition JFACC responsibilities between components.
(1) Planned Transition. The JFACC should develop a plan for transition of
JFACC duties to another component or location. Planned JFACC transitions are possible
as a function of buildup or scale down of joint force operations. During transition of
JFACC responsibilities, the component passing responsibilities should continue
monitoring joint air planning, tasking, and control systems, and remain ready to reassume
JFACC responsibilities until the gaining component has achieved full operational
capability.
(2) Unplanned Transition. During unplanned shifts of JFACC responsibility,
as a possible result of battle damage or major C2 equipment failure, a smooth transition is
unlikely. Therefore, the JFC should predesignate alternates (both inter- and
intracomponent) and establish preplanned responses/options to the temporary or
permanent loss of primary JFACC capability. Frequent backup and exchange of
databases is essential to facilitate a rapid resumption of operations should an unplanned
transition occur.
(3) Transition Events.
responsibilities to shift:
The following events may cause the JFACC
(a) Coordination requirements, related to ATO planning and execution,
exceed the component capability.
(b) Buildup or relocation of forces shifts preponderance of the air
capabilities/forces and the ability to effectively plan, task, and control joint air operations
to another component commander; and the JFC decides that the other component is in a
better position (location, C2 capability, or other considerations) to accomplish the JFACC
responsibilities.
(c) C2 systems become unresponsive or unreliable.
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(4) Considerations. Considerations to aid in JFACC transition planning and
decisions include:
(a) Continuous, uninterrupted, and unambiguous guidance and direction for
joint air operations must be the primary objective of any JFACC transition.
(b) Appropriate communications system capabilities to ensure shift of
JFACC duties is as transparent to the components as possible.
(c) Specific procedures for coordinating and executing planned and
unplanned shifts of JFACC should be published in the JAOP.
(d) The relieving component must have adequate communications,
connectivity, manning, intelligence support, and C2 capability prior to assuming JFACC
responsibilities.
(e) The ability to assume control of, plan, publish, and disseminate as a
minimum the following: current ATO, SPINS, ACO, joint integrated prioritized target
list (JIPTL), force disposition, adversary situation, and order of battle.
(f) The JFC’s objectives to conduct supporting joint air operations.
(g) Established timely, reliable, and secure communications links with all
appropriate coordination cells to facilitate continuous and dynamic exchange of
information.
(h) Complete familiarity with the AADP and ACPs.
(i) Complete and current databases to expedite the transition.
e. Transition of C2 for Joint Air Operations. The JFC may choose to assign C2
of joint air operations to a JFACC when the duration and scope of joint air operations
exceed the JFC’s span of control. Additionally, the JFC may transfer designated mission
experts and functional area augmentees from the JFC staff to the JFACC’s JAOC to assist
in the transition and coordination of joint air operations. Conversely, a transition from
JFACC to JFC staff may also be directed when the JFC determines that operational
requirements warrant such a change.
10. Communications System
a. The JFACC is responsible for identifying and validating joint air
requirements that affect the JFC’s mission and allow accomplishment of the JFC’s
directives. The C2 and communications architecture should be distributed by the
operations task link message.
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b. The ability to exchange information via reliable secure communications with the
JFC, joint force staff, and other component commanders is key to the successful
integration of the joint air effort. Planning should address the following areas:
(1) Data exchange requirements should be promulgated as early as possible to
ensure that each component can meet interoperable interface requirements. Every effort
should be made to confirm data exchange connectivity requirements during planning.
(2) Planning for all information exchange requirements and procedures should
consider all elements of information and cyberspace operations.
(3) The best mix of computer-aided systems should be available for data
transmission. The JAOC and liaison elements depend on secure, reliable, beyond-lineof-sight communications and data exchange equipment in order to respond to joint force
requirements. For example, the TBMCS is often used. The use of ATO generation and
dissemination software portions of TBMCS has been standardized. This ATO feature
allows the JAOC to be interoperable with other force-level Service systems.
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PLANNING AND EXECUTION OF JOINT AIR OPERATIONS
“It is improbable that any terrorization of the civil population
which could be achieved by air attack would compel the
government of a great nation to surrender. In our own case, we
have seen the combative spirit of the people roused, and not
quelled, by the German air raids. Therefore, our air offensive
should consistently be directed at striking the bases and
communications upon whose structure the fighting power of his
armies and fleets of the sea and air depends.”
Winston Churchill (1917)
SECTION A. PLANNING JOINT AIR OPERATIONS
1.
Joint Air Operations Planning
This discussion reflects that the JFC has designated a JFACC. Planning for joint air
operations begins with understanding the JFC’s mission and intent. The JFC’s
estimate of the operational environment and articulation of the objectives needed to
accomplish the mission form the basis for determining components’ objectives. The
JFACC uses the JFC’s mission, commander’s estimate and objectives, commander’s
intent, CONOPS, and the components’ objectives to develop a course of action (COA).
When the JFC approves the JFACC’s COA, it becomes the basis for more detailed joint
air operations planning—expressing what, where, and how joint air operations will affect
the adversary or current situation. The JFACC’s daily guidance ensures that joint air
operations effectively support the joint force objectives while retaining enough flexibility
in execution to adjust to the dynamics of military operations (see Figure III-1).
2.
The Joint Air Estimate
The joint air estimate is described as a process of reasoning by which the air
component commander considers all the circumstances affecting the military situation
and decides on a COA to be taken to accomplish the mission. The joint air estimate is
often produced as the culmination of the COA development and selection stages of the
joint operation planning process described below. The joint air estimate reflects the
JFACC’s analysis of the various COAs that may be used to accomplish the assigned
mission(s) and contains the recommendation for the best COA. Figure III-2 shows a joint
air estimate overview format.
See Appendix B, “Sample Joint Air Estimate of the Situation,” for more information.
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JOINT AIR OPERATIONS PLANNING
Joint Force Mission
JFC Estimate
Objectives and Comprehensive AOR and JOA Perspective
JFACC/JFC Staff Estimate of the Situation
JFACC and/or JFC Staff Recommended COA
JFC Approves COA
Joint Air Operations Plan
Supporting Plan
Area Air Defense Plan - Airspace Control Plan
JFACC’s Daily
Guidance
Master Air Attack Plan and Supporting Orders
Joint Air Operations Order - Joint Air Tasking Order
Air Operations Directive - Airspace Control Order
LEGEND
AOR
COA
JFACC
area of responsibility
course of action
joint force air component commander
JFC
JOA
joint force commander
joint operations area
Figure III-1. Joint Air Operations Planning
3.
The Joint Operation Planning Process for Air
The JFACC is responsible for planning joint air operations and uses the joint
operation planning process for air (JOPPA) to develop a JAOP that guides employment
of the air capabilities and forces made available to accomplish missions assigned by the
JFC.
a. JFACC Planning Responsibilities. The JFACC’s role is to plan joint air
operations. In doing so, the JFACC provides focus and guidance to the JAOC staff. The
amount of direct involvement depends on the time available, preferences, and the
experience and accessibility of the staff. The JFACC uses the entire staff during planning
to explore the full range of adversary and friendly COAs and to analyze and compare
friendly air capabilities with the adversary threat. The JFACC must ensure that
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JOINT AIR ESTIMATE
Operational Description

Purpose of the operation

References

Description of military operations
Narrative -- Five Paragraphs

Mission

Situation and courses of action

Analysis of opposing courses of action (adversary capabilities and
intentions)

Comparison of friendly courses of action

Recommendation or decision
Remarks

Remarks -- Site plan identification number of the file where detailed
requirements have been loaded into the Joint Operation Planning and
Execution System
Figure III-2. Joint Air Estimate
planning occurs in a collaborative manner with other components. Joint air planners
should meet on a regular basis with the JFC’s planners and with planners from other joint
force components to integrate operations across the joint force. Planning is a continuous
process and only ends with mission accomplishment.
b. The JAOP is the JFACC’s plan for integrating and coordinating joint air
operations and encompasses air capabilities and forces supported by, and in support of,
other joint force components. The JFACC’s planners must anticipate the need to make
changes to plans (e.g., sequels or branches) in a dynamic and time-constrained
environment. Planners should include representatives from all components providing air
capabilities or forces to enable their effective integration. Expertise requirements may
include, but are not limited to, those listed in Figure III-3.
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EXAMPLE SUBJECT MATTER EXPERTISE FOR
JOINT AIR PLANNING
(1)
Intelligence
(2)
Logistics
(3)
Air mobility (airlift, refueling, and aeromedical evacuation) planning
(4)
Targeting
(5)
Command, control, and communications
(6)
Reconnaissance and surveillance
(7)
Air and missile defense planning
(8)
Airspace control
(9)
Political-military affairs
(10)
Religious-cultural affairs
(11)
Information operations
(12)
Cyberspace operations
(13)
Space operations
(14)
Liaisons
(15)
Weapon system capabilities
(16)
Mission planning/air tactics
(17)
Public affairs
(18)
Legal
(19)
Modeling and simulation
(20)
Electronic warfare
(21)
Personnel recovery, to include combat search and rescue
(22)
Meteorological and oceanographic
(23)
Aeromedical evacuation/medical care
(24)
Administrative support
(25)
Munitions maintenance management
(26)
Counter chemical, biological, radiological, and nuclear planning
Figure III-3. Example Subject Matter Expertise for Joint Air Planning
c. JOPPA is a seven-step process similar to the joint operation planning process
found in JP 5-0, Joint Operation Planning. JOPPA culminates in the production of the
JAOP and supporting plans and orders. JOPPA may be accomplished during
contingency planning, producing JAOPs that support OPLANs or concept plans. JOPPA
may also be accomplished as part of crisis action planning or in conjunction with other
operation planning. While the steps are presented in sequential order, work on them can
be concurrent or sequential. Nevertheless, the phases are integrated and the products of
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Planning and Execution of Joint Air Operations
each phase should be checked and verified for coherence and consistency. Figure III-4
illustrates the seven steps.
(1) Step 1. Initiation
(a) Planning is usually initiated by direction of a JFC, but the JFACC may
initiate planning in anticipation of a planning requirement not directed by higher
authority, but within the JFACC’s authority. Joint air operations should be coordinated
with space and cyberspace operations. Military air options are normally developed in
combination with the other military and nonmilitary options so the JFC can appropriately
respond to a given situation.
(b) The JFACC and staff perform an assessment of the initiating directive
to determine how much time is available until mission execution, the current status of
JOINT OPERATION PLANNING PROCESS FOR AIR
STEP ONE: Initiation
The joint force air component commander (JFACC) and staff perform an
assessment of the initiating directive to determine time available until mission
execution, current status of intelligence products, and other factors relevant to
the specific planning situation.
STEP TWO: Mission Analysis
Intelligence Preparation of the Battlespace (IPB) is initiated (if not already
initiated). Adversary and friendly centers of gravity are analyzed. The joint
force commander's mission and guidance are analyzed to produce the JFACC's
mission and intent statements and planning guidance.
STEP THREE: Course of Action (COA) Development
IPB is refined to include adversary COAs. Multiple of COAs or one COA with
significant branches and sequels are developed.
STEP FOUR: COA Analysis and Wargaming
Friendly COAs are analyzed and wargamed against adversary COAs.
STEP FIVE: COA Comparison
Wargaming results are used to compare COAs against predetermined criteria.
STEP SIX: COA Approval
Decision brief to the joint force commander (JFC) with COA recommendation.
JFC selects COA.
STEP SEVEN: Plan or Order Development
Selected COA is developed into a joint air operations plan and other orders, as
appropriate.
Figure III-4. Joint Operation Planning Process for Air
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intelligence products and staff estimates, and other relevant factors that influence the
planning situation. The JFC and JFACC typically provide initial guidance that may
specify time constraints, outline initial coordination requirements, authorize movement of
key capabilities within the commanders’ authority, and direct other actions as necessary.
The JFACC may produce an initial mission statement during this step. Refer to
Appendix A, “Sample Mission Statement and Commander’s Intent,” to see a sample
JFACC mission statement and commander’s intent.
(2) Step 2. Mission Analysis
(a) Mission analysis is critical to ensure thorough understanding of the task
and subsequent planning. It results in the JFACC’s final mission statement that describes
the joint air component’s essential tasks. It should include the “who, what, when, where,
and why” for the joint air operation, but seldom specifies “how.” (See Figure III-5.) At
the end of mission analysis, the JFACC should issue his intent for the overall joint air
operation, that is, the JFACC’s contribution to the JFC’s military end state. The
JFACC’s intent should express the end state to be produced by joint air operations and
the purpose for producing them. It should also include the JFACC’s assessment of where
and how much risk is acceptable during the operation. (See Figure III-6.) While the
commander’s intent for the overall operation is needed at the end of mission analysis, the
SAMPLE JOINT FORCE AIR COMPONENT COMMANDER’S
MISSION STATEMENT
When directed, the joint force air component commander (JFACC) will
conduct joint air operations to deter aggression and protect deployment of
the joint force.
Should deterrence fail, the JFACC, on order, will gain and maintain air
superiority to enable joint operations within the operational area.
Concurrently, the JFACC will support the joint force land component
commander (JFLCC) in order to prevent enemy seizure of vital areas (to be
specified).
On order, the JFACC, in conjunction with the JFLCC and joint force maritime
component commander (JFMCC), will render enemy fielded military forces
combat ineffective and prepare the operational environment for a
counteroffensive. Concurrently, the JFACC will support the JFMCC in gaining
and maintaining maritime superiority. The JFACC, on order, will support
JFLCC and joint force special operations component commander (JFSOCC)
ground offensive operations, degrade the ability of enemy national leadership
to rule the country as directed, and destroy enemy weapons of mass
destruction, in order to restore territorial integrity, and enemy military threat
to the region, support legitimate friendly government, and restore regional
stability.
Figure III-5. Sample Joint Force Air Component Commander’s Mission Statement
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SAMPLE JOINT FORCE AIR COMPONENT COMMANDER’S
INTENT STATEMENT
 Purpose. The purpose of this joint air operation will be initially to deter
enemy aggression. Should deterrence fail, I will gain air superiority,
render enemy fielded forces ineffective with joint airpower, degrade
enemy leadership and offensive military capability as directed, and
support joint group and special operations forces in order to restore
territorial integrity and ensure the survival or restoration of legitimate
government in a stable region.
 End State. At the end state of this operation: Enemy military forces will be
capable of limited defensive operations, will have ceased offensive action,
and will have complied with war termination conditions. The succeeding
state will retain no weapons of mass destruction capability; I will have
passed air traffic control to local authorities, territorial integrity will be
restored, and joint force air component commander operations will have
transitioned to support of a legitimate and stable friendly government.
Figure III-6. Sample Joint Force Air Component Commander’s Intent Statement
JAOP will eventually contain the commander’s intent for each phase of the operation,
and the AODs will contain the JFACC’s intent for a specific ATO or period of time.
Hence the commander’s intent articulates a desired set of conditions for a given point in
time and the purpose those conditions will support.
(b) Anticipation, prior preparation, and a trained staff are critical to timely
mission analysis. Staff estimates generated during mission analysis are continually
revisited and updated during the course of planning, execution, and assessment.
(c) Mission analysis includes developing a list of critical facts and
assumptions. Facts are statements of known data concerning the situation. Assumptions
are suppositions on the current situation or a presupposition on the future course of
events, either or both assumed to be true in the absence of positive proof, necessary to
enable the commander in the process of planning to complete an estimate of the situation
and make a decision on the COA. Assumptions may also become commander’s critical
information requirements or drive the development of branch plans to mitigate the risks
of a wrong assumption. Assumptions must be continually reviewed to ensure validity.
Once an assumption is proven correct, it becomes a fact; or if proven incorrect, a new fact
or assumption is determined. They are necessary to enable commanders to complete
estimates of the situation, influence commander's critical information requirements, drive
branch planning, and make decisions on COAs.
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1. IPB should identify and analyze adversary and friendly centers of
gravity (COGs) at the operational and tactical levels and contribute to the joint
intelligence preparation of the operational environment (JIPOE). JIPOE is the analytical
process used by joint intelligence organizations to produce intelligence assessments,
estimates, and other intelligence products in support of the JFC’s decision-making
process. The process is used to analyze the physical domains; the information
environment; political, military, economic, social, information, and infrastructure
systems; and all other relevant aspects of the operational environment, and to determine
an adversary’s capabilities to operate within that environment. The IPB effort must be
fully coordinated, synchronized, and integrated with the JIPOE effort of a joint
intelligence center. A COG is a source of power that provides moral or physical strength,
freedom of action, or will to act. In coordination with the JFC, the joint air component
may focus on strategic and operational COGs as well as tactical-level details of adversary
forces because air power can often directly or indirectly affect COGs through application
of lethal and nonlethal force and through peaceful means.
See JP 2-01.3, Joint Intelligence Preparation of the Operational Environment, for greater
detail on JIPOE.
2. The JFACC and staff prioritize the analyzed adversary and friendly
critical vulnerabilities associated with COGs based on their impact on achieving the
objectives most effectively, in the shortest time possible, and at the lowest cost. The
analyses of adversary and friendly critical vulnerabilities are incorporated into the
various COAs considered during COA development.
(d) The JFACC, supported by the staff, determines the joint air objectives
and the specified, implied, and essential tasks. The JFACC typically includes essential
tasks in his mission statement. Essential tasks are specified or implied tasks that the
JFACC must perform to accomplish the mission.
(e) The JFACC and staff examine readiness of all available air capabilities
and forces to determine if there is enough capacity to perform all the specified and
implied tasks. The JFACC identifies additional resources needed for mission success
to the JFC. Factors to consider include available forces (including multinational
contributions), command relationships (joint force, national, and multinational), force
protection requirements, ROE, law of war, applicable treaties and agreements (including
existing status of force agreements), base use (including land, sea, and air), overflight
rights, logistic information (what is available in theater ports, bases, depots, war reserve
material, host nation support), and what can be provided by other theaters and
organizations.
(f) The end state defines the commander’s criteria for mission success. By
articulating the joint air component’s purpose, the JFACC provides an overarching vision
of how the conditions at the end state support the joint operation and follow-on
operations.
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Planning and Execution of Joint Air Operations
(3) Step 3 – COA Development
(a) COA development is based on mission analysis and a creative
determination of how the mission will be accomplished. The staff develops COAs. A
COA represents a potential plan the JFACC could implement to accomplish the
assigned mission. All COAs must meet the JFACC’s intent and accomplish the mission.
(b) A COA consists of the following information: what type of military
action will occur; why the action is required (purpose); who will take the action; when
the action will begin and how long it will last (best estimate); where the action will occur;
and how the action will occur (method of employment of forces). COAs may be broad or
detailed depending on available planning time and JFACC’s guidance. The staff should
assess each COA to estimate its success against all possible adversary COAs. The staff
converts the approved COA into a CONOPS. COA determination consists of four
primary activities: COA development, analysis and wargaming, comparison, and
approval. Air COAs will often require input from other component commanders to
synchronize them with land and maritime operations.
(c) When time is limited, the JFACC should determine how many COAs
the staff will develop and which adversary COAs to address. A complete COA should
consider, at a minimum:
1. The JFACC’s mission and intent (purpose and vision of military end
state).
2. Desired end state.
3. Commander’s critical information requirements.
4. C2 structure of the operation and within the operational area.
5. Essential tasks.
6. Available logistic support.
7. Available forces.
8. Available support from agencies and organizations.
9. Transition strategies between each phase.
10. Decision points.
(d) COAs should include the following specifics:
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1. Operational and tactical objectives and effects and their related
tactical tasks, in order of accomplishment.
2. Forces required and the force providers.
3. Force projection concept.
4. Employment concept.
5. Sustainment concept.
(e) The speed, range, persistence, and flexibility of air assets are their
greatest advantages, and their employment location and purpose may change in minutes.
Air strategists and planners deal with objective sequencing and prioritization, operational
phasing, employment mechanisms, and weight of effort. In some cases, there may be
flexibility in how to attain the JFACC’s objectives. For example, an objective may be to
“destroy WMD capability,” but an alternate objective may be to “destroy WMD delivery
means.” In addition, COAs may vary by the phase in which an objective is achieved or
the degree to which an objective is achieved in each phase.
(f) Air COAs may be presented in several ways. They may be presented as
text and may discuss the priority and sequencing of objectives. Air COAs may also be
depicted graphically—displaying weights of effort, phases, decision points, and risk.
One helpful way to depict an air COA graphically is to depict it as one or more logical
lines of operations (LOOs), as described in JP 5-0, Joint Operation Planning. Any
quantitative estimates and assessment criteria presented should clearly indicate common
units of measurement in order to make valid comparisons between COAs. For example,
a sortie is not a constant value for analysis—one F/A-18 sortie does not equate to one B-2
sortie. Air COAs should avoid numerical presentation. Ultimately, the JFACC will
direct the appropriate style and content of the COA.
(g) The first step in COA development is to determine the measures that
will accomplish the JFACC’s mission and support achievement of the JFC’s objectives.
The framework of objectives, effects, and tasks provides a clear linkage of overall
strategy to task. While the JFC normally provides operational objectives to the JFACC,
they may also emerge through mission analysis or COA development, developed by the
JFACC and the JAOC SD staff in consultation with the JFC. An objective should be
clearly defined, decisive, and state an attainable goal. JFACC support to other
components should also be expressed in terms of objectives. Resulting objectives can
then be prioritized with other JFACC objectives in accordance with the JFC’s CONOPS.
Supporting objectives should describe what aspect of the adversary’s capability the
JFC or other component wants to affect. For example, the joint force land component
commander’s (JFLCC’s) attack may require disrupting the adversary’s operational
reserve. Supporting JFACC objectives could be expressed as, “render adversary’s
operational reserve unable to conduct counterattacks on JFLCC forces” or, “destroy
adversary’s operational reserve’s offensive capability.” Clearly defined objectives
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Planning and Execution of Joint Air Operations
prevent confusion over what the force is trying to accomplish and reduce the risk of
mission failure.
(h) Commanders plan joint operations by developing objectives supported
by measurable effects and assessment indicators. Analysis of effects (desired and
undesired) and determination of measures of effectiveness during planning for joint air
operations is usually conducted by the JAOC strategy plans and operational assessment
teams, assisted by all other planning elements of the JAOC.
(i) To clarify, objectives prescribe friendly goals. Effects describe system
behavior in the operational environment. Desired effects are the conditions related to
achieving objectives. Tasks, in turn, direct friendly action. Objectives and effects are
assessed through measures of effectiveness (MOEs). Empirically verifiable MOEs may
help ensure the JFACC knows when the desired ends have been achieved.
Accomplishment of friendly tasks is assessed through measures of performance (MOPs).
MOEs help answer questions like, “are we doing the right things, or are alternative
actions required?” MOEs also help focus component operational assessment efforts,
inform processing, exploitation, and dissemination (PED) priorities, and identify ISR
requirements. MOPs help answer questions like, “are we doing things right: were the
tasks completed to standard?” Figure III-7 depicts the relationship of objectives, effects,
and tasks and their associated assessment measures.
(j) Once strategists and planners define the joint air objectives and
supporting effects and tasks, they further refine potential air COAs based on the objective
priority, sequence, phasing, weight of effort, and matched resources. This is one method
of differentiating COAs. Other methods include varying time available, anticipated
adversary activities, friendly forces available, and higher-level guidance. For air
planning, a single COA may be developed with several branches and sequels that react to
possible adversary activities.
(k) Planners should determine the validity of each air COA based on
suitability, feasibility, acceptability, distinguishability, and completeness.
(l) The relationship between resources and COA development is critical.
COA development must take into account the resource constraints of the joint force
at large (see Figure III-8). Competing requirements for limited airlift will often result in
deployment orders less than ideal for all components but optimal for the joint force as a
whole. The JFC must ensure the time-phased force and deployment data (TPFDD)
reflects the priorities and requirements of the joint force. Planners must ensure the COA
developed adheres to deployment considerations across the force and does not assume
away potential mobility pitfalls.
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LINKING OBJECTIVES, EFFECTS, AND TASKS
JFC Mission
Operational Objective 1: Gain air superiority over sector.
Operational Effect 1: Force adversary integrated air defense system (IADS) into
autonomous operation.
Measure of Effectiveness: Surface-to-air missile units operating in autonomous mode.
Tactical Objective 1: Destroy 80% of IADS command centers.
Measure of Effectiveness: 80% of IADS command centers destroyed.
Tactical Objective 2: Disable 70% of IADS communications links.
Measure of Effectiveness: 70% of IADS communications links disabled.
Tactical Task 1: Fly XX sorties to destroy 80% of IADS command centers.
Measure of Performance: XX sorties flown, ordnance delivered effectively.
Tactical Task 2: Perform X network attacks and fly XX sorties to disable 70% of IADS
communications links.
Measure of Performance: X network attacks performed, XX sorties flown and ordnance
delivered effectively.
LEGEND
JFC
joint force commander
Figure III-7. Linking Objectives, Effects, and Tasks
(m) During air COA development, the JFACC and staff help the
commander identify risk areas that require attention. These will vary based on the
specific mission and situation and may be divided into two broad areas: combat support
and operational considerations. Combat support includes TPFDD planning that will
critically affect the joint force strategy and execution. Also considered with the TPFDD
are basing, access, logistic support available, and force protection requirements (see
Figure III-9). However, since TPFDD execution, basing, and logistic support are the
responsibility of the JFC and Service components, the JFACC’s planning effort needs to
focus on the limitations and constraints imposed by them.
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Planning and Execution of Joint Air Operations
COMBAT SUPPORT CONSIDERATIONS
 Basing
 Reachback
 Force protection
 Out of theater staging
 Petroleum, oils, and lubricants
 Long-range assets
availability
 Sustainment (airlift and sealift)
 Armaments/precision-guided
munitions availability
 After-action report planning
 Communications systems
 Aerial port and seaport of
debarkation location
Figure III-8. Combat Support Considerations
(n) Decisions related to operational assumptions may drive changes in how
the JFACC operates. These changes range from JOPPA process changes to targeting and
weaponeering methods. One of the first considerations for the JFACC is air
superiority. The JFACC is responsible for considering the risk related to air defense
planning when designated as the AADC. The commander’s operational assumptions will
determine the resources committed, force posturing, and structure of the air and missile
defense plan.
(o) The JFACC may also be designated the SCA within a joint force to
coordinate joint space operations and integrate space capabilities. This responsibility
may entail the coordination and integration of the capabilities of other Services’ and
national agencies’ space assets in order to maintain space superiority and exploit the
space domain to create effects across the other domains to achieve JFC objectives. Space
considerations should be fully integrated with operations in the other domains, and
should be fully incorporated into COA development, to ensure that the JFC’s objectives
are met most effectively.
(p) The JFC’s assumptions will also affect the operational assumptions
made by the joint force air strategists and planners. The joint force structure and
campaign or OPLAN directly influence the JFACC’s risk estimate and guidance.
(q) Minimizing the risk of fratricide and collateral damage are operational
factors in risk management (see Figure III-10). The commander must balance the
potential for fratricide and collateral damage with mission success. When the risk
becomes unacceptable, the commander should consider changes in operational
employment.
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Chapter III
RISK MANAGEMENT: COMBAT SUPPORT FACTORS
 Time-phased force and
deployment data
 Basing
 Reachback operations
 Just-in-time logistic
considerations
 Regional access
 Bandwidth
 Logistic support
 Host-nation support
 Airbase defense requirements
 Communications networks
Figure III-9. Risk Management: Combat Support Factors
(4) Step 4. COA Analysis and Wargaming
(a) COA analysis involves wargaming each COA against the
adversary’s most likely and most dangerous COAs. Wargaming is a recorded “what
if” session of actions and reactions designed to visualize the flow of the conflict or
operation and evaluate each friendly COA in the light of adversary adaptation.
Wargaming is a valuable step in the planning process because it stimulates ideas and
provides insights that might not otherwise be discovered. It also provides initial detailed
planning while also determining the strengths and weaknesses of each COA. This may
alter or create a new COA based on unforeseen critical events, tasks, or problems
identified. Wargaming is often a sequential process, but planning groups should adjust
their wargame style based on JFACC guidance, time available, situation, and staff
dynamics. Wargaming begins by assembling all the tools and information planners
require and establishing the general rules to follow. Recording the activity is vital and
directly contributes to identifying the advantages and disadvantages of a COA and
providing sufficient detail for future JAOP development. Planners may use a
synchronization matrix to detail the results of wargaming.
(b) Time permitting, the staff should:
1. Consider all facts and assumptions in the estimate and their possible
effects on the action.
2. Consider active and passive measures to decrease the impact of
adversary counteractions.
3. Consider conflict termination issues and the end state.
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Planning and Execution of Joint Air Operations
RISK MANAGEMENT: OPERATIONAL FACTORS
 Joint force commander
assumptions concerning the
operation
 Force protection
 Information assurance
 Coalition considerations
 Fratricide
 Collateral damage
 Command and control architecture
Figure III-10. Risk Management: Operational Factors
4. Think through one’s own actions, adversary reactions, and friendly
counteractions.
(c) COA analysis and wargaming concludes when planners have refined
each plan in detail and identified the advantages and disadvantages of each air COA.
Automation in the planning process and joint analysis centers may provide additional
modeling support to wargaming, increasing the accuracy and speed of COA analysis.
(5) Step 5. COA Comparison
(a) Comparing air COAs against predetermined criteria provides an
analytical method to identify the best employment options for air forces and capabilities.
The same method used in JP 5-0, Joint Operation Planning, is used in air COA
comparison.
(b) Another technique for air COA comparison involves developing an
objective-risk timeline. Logical LOOs may help to elucidate the relationships between
objectives, effects, time, and risk. In logical LOOs, objectives, decisive points, or other
significant events are plotted against a timeline that identifies when certain objectives or
actions will occur. Risk for each air COA based on the logical LOO is identified. The
resulting graphical representation may form the basis for the staff’s recommendation and
presentation to the JFACC.
(6) Step 6. COA Approval. The staff determines the best air COA to
recommend to the commander. The staff presents their recommended air COA usually in
the form of a briefing. This briefing includes a summary of the operational design and
planning process that led to the recommended air COA. Ideally, the JFACC should be
involved in the process, especially in the early operational design stages. Depending on
the level of JFACC involvement and the degree of parallel planning the commander
accomplishes, air COA selection will vary from choosing among various alternatives
to directly approving the staff-recommended air COA. The air COA is identified,
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Chapter III
adjusted (if required), and selected by the JFACC for presentation to the JFC. Once the
JFC approves an air COA, the JOPPA contributes directly to JAOP preparation.
(7) Step 7. Plan or Order Development
(a) For the joint air component, this step concentrates on the preparation of
the JAOP. JAOP development is a collaborative effort of the JFACC staff, the JFC staff,
other joint force component staffs, and outside agencies. The JAOP details how the
joint air effort supports the JFC’s overall operation or campaign plan. The JAOP
should accomplish the following:
1. Integrate the efforts of joint air capabilities and forces and,
where applicable and appropriate, space and cyberspace capabilities and/or support
mechanisms/enablers.
2. Identify objectives, effects, and tasks.
3. Identify measures and indicators of success used to determine
whether air operations are creating desired effects and achieving objectives.
4. Account for current and potential adversary COAs.
5. Integrate and synchronize the phasing of operations with the
JFC’s plan.
6. Indicate what capabilities and forces are required to achieve
joint air objectives. In addition to air capabilities and forces, planners should include
land, maritime, space, and IO (including cyberspace) that are required to meet joint air
objectives.
a. Once Service components provide information, total force
structure is determined, force availability, deployment, timing, basing availability, and
sustainment requirements are matched with logistic and planning requirements.
b. With this information, the JFACC’s ability to accomplish the
assigned mission is reevaluated and adjusted as necessary.
c. This evaluation includes a comprehensive sustainability
assessment.
7. Develop specific procedures for allocating, tasking, exercising,
and transitioning C2 of joint air capabilities and forces.
(b) In addition to building the plan for the employment of air forces,
the JAOP should also include considerations for phase transitions, decision points,
conflict termination, redeployment (if applicable), and procedures to capture lessons
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Planning and Execution of Joint Air Operations
learned. Incomplete planning for conflict termination and the end state can result in the
waste of valuable resources, aggravate a tenuous peace, cause a return to hostilities, or
lead to numerous other unintended consequences. The list of considerations for conflict
termination is specific to each situation and is never formulated in a vacuum, nor without
extensive consultations with national leadership and OGAs. This part of the plan should
also address the prospect of the “surge” of air forces to accomplish phases of the
operation, based on projected operating tempo.
4.
Joint Targeting Process
a. Targeting is the process of selecting and prioritizing targets and matching
the appropriate response to them, considering operational requirements and
capabilities. Targeting is both a joint- and component-level function that determines
desired effects necessary to accomplish JFC objectives, selects targets that, when
attacked, can create those effects, and selects and tasks the means to best engage those
targets. Targeting is complicated by the requirement to deconflict unnecessary
duplication of target nominations by different forces or different echelons within the
same force and to integrate the attack of those targets with other components of the
joint force. An effective and efficient target development process coupled with an air
tasking cycle is essential for the JFACC to plan and execute joint air operations. The
joint targeting process should integrate the intelligence databases, analytical capabilities,
and data collection efforts of national agencies, combatant commands, subordinate joint
force, and component commands, all of which possess varying ISR capabilities and
requirements. The process is the same across the entire range of military operations.
b. The joint targeting cycle is an iterative process that is not time-constrained, and
steps may occur concurrently, but it provides a helpful framework to describe the steps
that must be satisfied to successfully conduct joint targeting. The deliberate and dynamic
nature of the joint targeting process is adaptable through all phases of the air tasking
cycle. As the situation changes and opportunities arise, the step of the joint targeting
process can be accomplished quickly to ensure the commander’s objectives are met.
There are six phases to the joint targeting cycle: end state and commander’s
objectives, target development and prioritization, capabilities analysis,
commander’s decision and force assignment, mission planning and force execution,
and assessment.
See also JP 3-60, Joint Targeting, and JP 3-09, Joint Fire Support, for guidance.
c. Targeting mechanisms should exist at multiple levels. The President, Secretary
of Defense, or headquarters senior to JFCs may provide guidance, priorities, and
targeting support. Joint force components identify requirements, nominate targets that
are outside their operational area or exceed the capabilities of organic and supporting
assets, and conduct execution planning. After the JFC makes final targeting decisions,
components plan and execute assigned missions.
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Chapter III
d. Typically, the JFC organizes a joint targeting coordination board (JTCB).
The JTCB’s focus is to develop broad targeting priorities and other guidance in
accordance with the JFC’s objectives as they relate operationally. The JFC normally
appoints the deputy JFC or a component commander to chair the JTCB. If the JFC so
designates, a JTCB may be an integrating center to accomplish broad targeting oversight
functions or a JFC-level review mechanism. The JTCB needs to be a joint activity
comprised of representatives from the staff, all components, and, as required, other
agencies, multinational partners, and/or subordinate units.
e. The JFC defines the role of the JTCB. The JTCB provides a forum in which all
components can articulate strategies and priorities for future operations to ensure they are
integrated and synchronized. The JTCB normally facilitates and coordinates joint
force targeting activities with the components’ schemes of maneuver to ensure that
the JFC’s priorities are met. Targeting issues are generally resolved below the level of
the JTCB, by direct coordination between elements of the joint force, but the JTCB
and/or JFC may address specific targeting issues not previously resolved.
See JP 3-60, Joint Targeting, for more information on the JTCB.
f. The JFC will normally delegate the authority to conduct execution planning,
coordination, and deconfliction associated with joint air targeting to the JFACC and
will ensure that this process is a joint effort. The JFACC must possess a sufficient C2
infrastructure, adequate facilities, and ready availability of joint planning expertise. A
targeting mechanism tasked with detailed planning, weaponeering, and execution is also
required to facilitate the process.
g. The JFACC develops a JAOP that accomplishes the objectives directed by the
JFC. Integration, synchronization, deconfliction, allocation of air capabilities and
forces, and matching appropriate weapons against target vulnerabilities are
essential targeting functions for the JFACC. National agencies, higher headquarters,
JTFs, and task forces subordinate to the JFC, supporting unified commands, and
functional/Service components may nominate targets to the JFC for processing and
inclusion on the JIPTL. Targeting requirements that support their assigned missions are
provided via a candidate target list and once consolidate, through a target nomination list
(TNL) (see JP 3-60, Joint Targeting). Targets scheduled for attack by component air
capabilities and forces should be included on an ATO for deconfliction and
coordination. All component commanders within the joint force should have a basic
understanding of each component’s mission and general scheme of maneuver. All
components should provide the JFACC a description of their air plan to minimize the risk
of fratricide, assure deconfliction, avoid duplication of effort, and provide visibility to all
friendly forces. This basic understanding allows for integration of targeting efforts
between components and within the JFC staff and agencies.
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JP 3-30
Planning and Execution of Joint Air Operations
5.
The Targeting Effects Team
a. The JFACC normally has a targeting effects team (TET) as part of the JAOC.
The TET’s responsibilities are varied but key to the targeting process. The TET links
targets to be attacked by joint air forces and capabilities to guidance on desired effects
and MOEs/MOPs provided by commanders and the JAOC’s SD. It also deconflicts and
coordinates target nominations based on estimates of what targets can be attacked and
provides other targeting support requiring component input at the JFACC level. If the
JFC delegates joint targeting coordination authority to the JFACC, the TET also receives
all target nominations (that cannot be addressed at lower echelon levels) and prioritizes
them in accordance with the operational objectives and tasks set forth in the AOD to form
the draft JIPTL. Common organizational guidelines of the TET include the following:
(1) Chaired by the deputy JFACC or designated representative.
(2) Senior component LNOs and key JFACC staff members comprise the TET.
(3) The JAOC CPD provides the staff support to the TET during the air tasking
process.
b. Draft JIPTL Construction. The draft JIPTL is formed from a prioritized listing
of targets based on JFC and component target priorities. In the case of a theater JFACC
supporting multiple JFCs (e.g., two or more JTF commanders), the draft JIPTL should be
constructed to meet the requirements of each supported JFC. Members consider the
estimated available air capabilities and their ability to affect the targets on the list. A
draft JIPTL “cut line” is normally established. The draft JIPTL “cut line” should reflect
which targets will most likely be serviced (barring technical problems with aircraft,
weather, retasking for higher priority targets, or other operational circumstances) with the
projected apportionment of air assets assigned or made available to the JFACC.
Component LNOs and JAOC staff members should be ready to justify and/or prioritize
target nominations among all the priorities of the joint operation. The JFACC may also
recommend to the JFC that other component assets be used against targets on the
draft JIPTL. Close coordination must continue with the development of the JIPTL and
with the development of the joint integrated prioritized collection list (JIPCL) to ensure
effective and efficient use of assets that may be used to address targets on both the JIPTL
and/or the JIPCL. Only the JFC can approve this use of other components’ assets and
forces.
6.
The Joint Air Tasking Cycle
a. The joint air tasking process provides for the effective and efficient employment
of joint air capabilities and forces made available. This process provides an iterative,
cyclic process for the planning, apportionment, allocation, coordination, and tasking of
joint air missions and sorties within the guidance of the JFC. The process
accommodates changing tactical situations or JFC guidance as well as requests for
support from other component commanders. The joint air tasking process is an
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Chapter III
analytical, systematic cycle that focuses joint air efforts on accomplishing operational
requirements. Much of the day-to-day tasking cycle is conducted through an
interrelated series of information exchanges and active involvement in plan development,
target development, air execution, and assessment (through designated component LNOs
and/or messages), which provide a means of requesting and scheduling joint air missions.
A timely ATO is critical – other joint force components conduct their planning and
operations based on a prompt, executable ATO and are dependent on its information.
Figure III-11 shows typical JFACC tasking process responsibilities.
b. The joint air tasking cycle begins with the JFC’s objectives, incorporates
guidance received during JFC and component coordination, and culminates with
assessment of previous actions. The ATO articulates the tasking for joint air operations
for a specific execution timeframe, normally 24 hours. The joint air tasking cycle is
synchronized with the JFC’s battle rhythm. The JAOC normally establishes a 72-96 hour
ATO planning cycle. The battle rhythm or daily operations cycle (schedule of events)
JOINT FORCE AIR COMPONENT COMMANDER
TASKING PROCESS RESPONSIBILITIES

Plan, integrate, coordinate, allocate, task, and direct the joint air effort in
accordance with the joint force commander's (JFC's) guidance and joint
force objectives.

Develop a joint air operations plan derived from the JFC's broader
operation or campaign objective and guidance regarding the objectives,
effects, tasks, and responsibilities of joint air capabilities and forces.

After consulting with other component commanders, recommend
apportionment of the joint air effort by priority that should be devoted to
various air operations for a given period of time.

Translate air apportionment into allocations and develop targeting
guidance into the air operations directive and air tasking order.

Direct and ensure deconfliction of joint air operations.

Synchronize joint air operations with space and cyberspace operations.

Coordinate with the appropriate components' agencies or liaison elements
for integration and deconfliction with land and maritime operations.

Coordinate with the appropriate components' agencies or liaison elements
for tasking of the air forces and capabilities made available.

Coordinate with the joint force special operations component commander's
special operations liaison element for integration, synchronization, and
deconfliction with special operations.

Monitor execution and redirect joint air operations as required.

Compile component target requirements and prioritize targets based on
JFC guidance.

Accomplish tactical and operational assessment.
Figure III-11. Joint Force Air Component Commander Tasking Process Responsibilities
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Planning and Execution of Joint Air Operations
articulates briefings, meetings, and report requirements. It provides suspenses for
targeting, air support requests, airspace control means requests, and etc., to produce the
air battle plan (ABP). The battle rhythm is essential to ensure information is available
when and where required to provide products necessary for the synchronization of joint
air operations with the JFC’s CONOPS and supporting other components’ operations.
Nonetheless, the tasking process remains a responsive cycle, capable of modification up
to and during the execution period. The net result of the tasking process is a series of
ATOs and related products in various stages of progress at any time.
(1) At least one ATO undergoing assessment at various levels.
(2) An ATO currently being executed.
(3) An ATO currently in production.
(4) An ATO in detailed planning (target development and weaponeering).
(5) An ATO in strategy development (guidance and objectives).
c. The full air tasking cycle, from JFC guidance to the start of ATO execution is
dependent on the JFC’s and JFACC’s procedures. A 72-hour cycle, starting with
objectives, effects, and guidance is fairly standard. The precise timeframes should be
specified in the JFC’s OPLAN or the JFACC’s JAOP. Long-range combat air assets
positioned outside the theater but operating in the JOA may be airborne before ATO
publication or execution. These assets require the most current ATO information and
updates. The JAOC, however, possesses the capability to retask such missions even
during execution. Intertheater air mobility missions may not necessarily operate within
the established tasking cycle. The CPD should carefully consider how these and
intratheater air mobility missions should be integrated into the ATO.
d. The ATO matches specific targets compiled by the JFACC and staff with the
capabilities and forces made available to the JFACC for the given ATO day. Other
component air missions that appear on the ATO may not be under the control of the
JFACC, but their presence on the ATO provides visibility for overall coordination and
deconfliction. Figure III-12 depicts the generalized air tasking cycle and many of its
products.
e. Joint Air Tasking Cycle Stages. The joint air tasking cycle consists of 6 stages.
The six stages of the joint air tasking cycle are interrelated with portions of the joint
targeting process which is broader in scope, but the approach is the same. Both are
systematic processes to match available capabilities and forces with specific targets to
achieve the JFC’s objectives. Unlike the joint targeting cycle, the joint air tasking cycle
is time-dependent. The joint air tasking process is built around finite time periods
required to plan, prepare for, and conduct joint air operations. The number and length of
ATO development phases may vary based on contingency requirements. Prior to the
JFC and component commanders’ meeting, the JFACC should meet with senior
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Chapter III
JOINT AIR TASKING CYCLE
KEY
Crisis Action
Planning
Contingency
Planning
Meetings or subprocesses
Common products
of this phase
Teams and staff
agencies involved
Campaign
Planning
JAOP
Recommendations for
future action;
Tactical, operational, and
campaign assessment
ALLOREQ
JTCB
Objectives,
Effects, and
Guidance
Assessment
Tac and
Comp
Assess Teams
JFC Staff
Phys. damage
assessment;
Inflight reports,
MISREPs
ROE
JFC Staff,
Strat Plans
and
Guidance
Teams
AOD
Target
Development
Strat
Guidance
and TET
Teams
Component/
Agency
JIPTL Target
Coordination
ISR
Execution
Planning and
Force Execution
Combat Ops’
Off, Def, and
TST Teams
ATO
ACO
SPINS
MAAP
Team
ATO Prod
Team
Weaponeering
and Allocation
MAAP Brief
ATO
SORTIE/ALLOT
Production
Message
MAAP
and
Briefing
Dissemination
LEGEND
ACO
ALLOREQ
AOD
Assess
ATO
Def
ISR
JAOP
JFC
JIPTL
JTCB
MAAP
airspace control order
allocation request
air operations directive
assessment
air tasking order
defense
intelligence, surveillance, and
reconnaissance
joint air operation plan
joint force commander
joint integrated prioritized target list
joint targeting coordination board
master air attack plan
MISREP
mission report
Off
offense
Ops
operations
Phys
physical
Prod
production
ROE
rules of engagement
SORTIE/ALLOT
sortie allotment
SPINS
special instructions
Strat
strategic
Tac
tactical
TET
targeting effects team
TST
time-sensitive target
Figure III-12. Joint Air Tasking Cycle
component liaisons and his staff to develop recommendations on joint air planning
and apportionment for future operations. (The use of the term “meeting” is notional;
other methods of information exchange can also be used.) This meeting may review JFC
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Planning and Execution of Joint Air Operations
objectives and guidance, assess and analyze results of joint force operations and consider
changes to ongoing joint air operations; review adversary capabilities and COAs, COGs,
decisive points, critical vulnerabilities, and key targets, and discuss updates to the JIPTL,
based on JFC guidance. The JFACC should provide objectives and guidance to the staff
for joint air operations to achieve the JFC’s intent, recommend an air scheme of
maneuver, review joint force capabilities and forces available to achieve assigned tasks,
refine requirements for capabilities and forces from other components, and, in
consultation with other component commanders, formulate an air apportionment
recommendation for presentation to the JFC.
(1) Stage 1: Objectives, Effects, and Guidance
(a) The JFC consults often with component commanders to assess the
results of the joint force’s efforts and to discuss the strategic direction and future plans.
This provides component commanders an opportunity to make recommendations, make
support requirements known, and state their ability to support other components. The
JFC provides updates to the guidance, priorities, and objectives based on enemy
operations and the current/expected friendly order of battle. The JFC also refines the
intended CONOPS. The JFC’s guidance on objectives and effects will identify
targeting priorities and will include the JFC’s air apportionment decision.
(b) Air Apportionment. Air apportionment allows the JFC to ensure
the priority of the joint air effort is consistent with campaign or operation phases
and objectives. Given the many functions that joint air forces can perform, its
operational area-wide application, and its ability to rapidly shift from one function to
another, JFCs pay particular attention to air apportionment. After consulting with other
component commanders, the JFACC makes the air apportionment recommendation
to the JFC. The methodology the JFACC uses to make the recommendation may
include priority or percentage of effort devoted to assigned mission-type orders, JFC
objectives, or other categories significant to the campaign or operation. The air
apportionment recommendation is a vital part of the joint air planning and tasking
process. The JAOC SD formulates the air apportionment recommendation that the
JFACC submits to the JFC for upcoming iterations of the joint tasking cycle. With air
capabilities made available to the JFACC, the strategy plans team can recommend the
relative level of effort and priority that may be applied to various JFC and/or JFACC
objectives. The end result is an air apportionment recommendation. This product is
normally forwarded to the JTCB for coordination and approval by the JFC. In the case of
a theater JFACC supporting multiple JFCs (e.g., two or more JTF commanders), the air
apportionment recommendation (e.g., CAS, interdiction) referenced here is made to each
supported JFC. The JFC is the final approval authority for the air apportionment
decision.
(2) Stage 2: Target Development. This is the point in the joint targeting cycle
and intelligence process, after analysts from other organizations have incorporated allsource intelligence reports into a targeting database, where efforts of the joint air
targeting cycle relate target development to air tasking and target aimpoints are selected,
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Chapter III
and these and other data are submitted to the TET. The TET correlates target
nominations. It screens nominated targets and ensures that once attacked, they create the
desired effects that meet JFC guidance as delineated in the AOD, and verifies that chosen
MOEs will accurately evaluate progress and can be collected against. It prioritizes
nominated targets based on the best potential for creation of the JFC’s desired effects and
components’ priorities and timing requirements. The product of this effort, when
approved by the JFC or his designated representative (e.g., JTCB), is the JIPTL.
(3) Stage 3: Weaponeering and Allocation
(a) During this stage, JAOC personnel quantify the expected results of
the employment of lethal and nonlethal means against prioritized targets to create
desired effects. The JIPTL provides the basis for weaponeering assessment activities.
All approved targets are weaponeered, to include recommended aimpoints, weapon
systems and munitions, fusing, target identification and description, desired direct effects
of target attack, probability of creating the desired effect, and collateral damage concerns.
The final prioritized targets are developed and are then provided to the master air
attack plan (MAAP) team. The TET may provide the MAAP team a draft JIPTL to
begin initial planning. Once the JIPTL is approved by the JFC, the MAAP team can
finalize force allocation (sortie flow plan). The force application cell can complete
coordination with the supporting force enhancement cell to satisfy mission requirements
to ensure the prioritized targets are planned to generate effects to achieve objectives
while maximizing the combat effectiveness of joint air assets. The resulting MAAP is
the plan for employment that forms the foundation of the ATO. The MAAP is
normally a graphic depiction of capabilities required for a given period. The
development of the MAAP includes review of JFC and JFACC guidance, component
plans and their support requests, updates to target requests, availability of capabilities and
forces, target selection from the JIPTL, and weapon system allocation. Components may
submit critical changes to target requests and asset availability during this final phase of
ATO development. The completed MAAP matches available resources to the prioritized
target list. It accounts for air refueling requirements, suppression of enemy air defenses
requirements, air defense, ISR, and other factors affecting the plan.
(b) Air Allocation. Following the JFC’s air apportionment decision, the
JFACC translates that decision into total number of sorties by weapon system type
available for each objective and task. Based on the apportionment decision, internal
requirements, and air support request messages, each air-capable component prepares an
allocation request (ALLOREQ) message for transmission to the JFACC (normally not
less than 36 hours prior to the start of the ATO execution period, thus coinciding with the
beginning of the MAAP process). ALLOREQ messages report:
1. Excess sorties not required by the air-capable component and
available for tasking by the JFACC.
2. Requests for air support.
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JP 3-30
JOINT OPERATION PLANNING PROCESS
LEGEND
Warning Order/
Planning
Directive
Combatant
Commander/
JTF Initiation
Commander's
Estimate
Mission
Analysis
JFACC/
JFLCC/JFMCC/JFSOCC
Initiation
* The warning
order includes
the purpose,
situation,
mission,
execution,
administration,
and logistics
paragraphs.
JAOC/ACA/
AADC
Initiation
COA
Development
COA Analysis/
War Gaming
ATO
COA
FRAG
JAOC
air tasking order
course of action
fragmentation code
joint air operations
center
JAOP joint air operations plan
COA
Comparison
JFACC/
JFLCC/JFMCC/JFSOCC
Commander's Estimate
Mission
Analysis
COA
Development
Warning Order/
Planning
Directive
Commander's
Staff Estimate
Mission
Analysis
COA
Development
JFACC
JFLCC
JFMCC
joint force air component commander
joint force land component commander
joint force maritime component
commander
JFSOCC joint force special operations component
commander
JTF
joint task force
COA Approval
Plan or Order
Development
Alert/
Planning/
FRAG Order
COA Analysis/
War Gaming
COA
Comparison
COA Approval
Alert/
Planning/
FRAG Order
COA Analysis/
War Gaming
COA
Comparison
III-25
Figure III-13. Joint Operation Planning Process
COA Approval
Supporting
Plan/Order
(i.e., JAOP,
ATO, ACO,
AOD)
Development
Supporting
Plan/Order
(i.e., AADP)
Planning and Execution of Joint Air Operations
Warning Order/
Planning
Directive
AADC area air defense
commander
AADP area air defense plan
ACA
airspace control authority
ACO airspace control order
AOD
air operations directive
Chapter III
(4) Stage 4: ATO Production and Dissemination. JFC and JFACC guidance,
including the AOD; target worksheets; the MAAP; and component requirements are used
to finalize the ATO, SPINS, and ACO. Planners must develop airspace control and
air defense instructions in sufficient detail to allow components to plan and execute
all air missions listed in the ATO. These directions must enable combat operations
without undue restrictions, balancing combat effectiveness with the safe, orderly, and
expeditious use of airspace. Instructions must provide for quick coordination of task
assignment and reassignment (redirection, retargeting, or change of type of mission) and
must direct aircraft identification and engagement procedures and ROE appropriate to the
nature of the threat. These instructions should also consider the volume of friendly and
possibly neutral air traffic, friendly air defense requirements, identification-friend-or-foe
technology, weather, and adversary capabilities. Instructions are contained in SPINS and
in the ACO, and are updated as frequently as required. The AOD, ATO, ACO, and
SPINS provide operational and tactical direction at appropriate levels of detail. The level
of detail should be very explicit when forces operate from different bases and multicomponent or composite missions are tasked. In contrast, less detail is required when
missions are tasked to a single component or base.
(5) Stage 5: Execution Planning and Force Execution. The JFACC directs
the execution of air capabilities and forces made available for joint air operations.
Inherent in this is the authority to redirect joint air assets. The JFACC will coordinate
with affected component commanders upon redirection of joint sorties previously
allocated for support of component operations. Aircraft or other capabilities and
forces not apportioned for joint air operations, but included in the ATO for
coordination purposes, may be redirected only with the approval of the respective
component commander or JFC. Aircraft or other capabilities and forces made
available for joint air operations may be redirected with the approval of the
JFACC.
(a) The JAOC must be responsive to required changes during the
execution of the ATO. In-flight reports, discovery of time-sensitive targets (TSTs), and
initial assessment (such as battle damage assessment [BDA]) may cause a redirecting of
joint air capabilities and forces before launch or a redirection once airborne.
(b) During execution, the JAOC is the central agency for receiving the
tasking of joint air capabilities and forces. It is also charged with coordinating and
deconflicting those changes with the appropriate control agencies and components.
NOTE: Care must be taken when redirecting sorties from one target to another to
ensure the proper weapons and fuses are available for the new target.
(c) Due to operational environment dynamics, the JFACC may be
required to make changes to planned joint air operations during execution.
Employment of joint air assets against emerging targets requires efficient, timely
information sharing and decisionmaking among components. It is critical that procedures
be established, coordinated, and promulgated by the JFC before operations begin. The
dynamic targeting portion of the joint targeting cycle is established to facilitate this
III-26
JP 3-30
Planning and Execution of Joint Air Operations
process. The JFACC will coordinate with affected component commanders to ensure
deconfliction of targets and to ensure those forces are out of danger relative to the new
target area(s).
(d) During execution, the JFACC is responsible for redirecting joint
air assets to respond to moving targets or changing priorities. Ground or airborne C2
platform mission commanders may be delegated authority from the JFACC to redirect
sorties or missions made available to higher priority targets. It is essential, however, that
the JAOC be notified of all redirected missions.
(6) Stage 6: Assessment. Assessment is performed by all levels of the joint
force.
(a) The JFC should establish a dynamic system to conduct assessment
throughout the joint force and to ensure that all components are contributing to the
overall joint assessment effort. Normally, the joint force J-3 is responsible for
coordinating assessment, assisted by the J-2. Assessment is a continuous process that
measures the overall effectiveness of employing joint force capabilities during military
operations. It determines progress toward accomplishment of tasks, creation of effects,
and achievement of objectives. The JFACC should continuously plan and evaluate
the results of joint air operations and provide assessments to the JFC for
consolidation into the overall assessment of the current operation.
(b) Within the joint force, assessment is conducted at both the tactical and
operational levels. At the tactical level, assessment is essential to decisionmaking during
ATO execution. However, the tactical assessment process continues over days or weeks
to evaluate the effectiveness of weapons and tactical engagements as additional
information and analysis become available from sources within and outside the
operational area. Air planners should determine MOPs to evaluate task accomplishment
and MOEs to assess changes in system behavior, capability, or the operational
environment. Planners should ensure that they establish logical links between air
objectives and tasks and the measures used to evaluate them early in the planning
sequence. They should also ensure that they identify intelligence collection management
and other ISR requirements as part of the planning process. At the operational level,
assessment is concerned with gathering information on the broader results achieved
by air operations and planning for future operations.
(c) In general, the assessment process at the tactical level provides one of
the major sources of information for performing assessment at the operational level.
Tactical inputs, along with a wide assortment of other information, aid in the
development of the air component’s operational-level assessment.
(d) The JFACC’s operational-level assessment should be forwarded to the
joint force J-3 as one component’s input to the JFC’s overall determination of the
operation’s success. Operational-level assessment can also serve as the basis for
III-27
Chapter III
important recommendations that can affect the JFC’s apportionment decision and the
JFACC’s allocation of air resources.
(e) Although assessment appears to mark the end of the air tasking cycle, it
is an ongoing activity that provides important inputs to decision-making and aiding
processes throughout that cycle.
SECTION B. OTHER CONSIDERATIONS
7.
Intelligence, Surveillance, and Reconnaissance Considerations
a. The GCC (theater J-2) may retain collection management authority (CMA) to
establish, prioritize, and validate theater collection requirements, establish sensor tasking
guidance, and develop theater-wide collection policies. CMA may reside at the JTF level
or may be delegated to components. The theater J-2 retains full management authority
(i.e., to validate, to modify, or to nonconcur) over all intelligence collection requirements
within the AOR. The JFC’s J-2 and J-3 jointly develop an overall collection strategy and
posture for the execution of the ISR mission. The joint force J-2 reviews, validates, and
prioritizes all intelligence requirements for the JFC. Users requesting airborne ISR
support should make a concerted effort to request a clear identification of their required
information or ISR product and not a specific ISR platform to perform a mission. For
example, many different aircraft can provide imagery and data. Depending on the
request, there might be more than one type of asset available to support a mission.
Airborne ISR aircraft are typically high demand assets due to mission duration, and the
ability to quickly respond to TST requests, and their ability to support multiple users.
Retasking an airborne ISR asset during mission execution must be carefully considered.
Dynamic retasking of ISR assets should be done by the appropriate commander after
evaluating the full impacts of diverting the capability from the current mission and the
impact to operational success or consequences without the asset. Dynamic ISR retasking
priorities and procedures must be clearly specified in the ROE and SPINS.
b. The JFACC will normally be the supported commander for the airborne ISR
effort. The JFC will normally delegate collection operations management for joint
airborne ISR to the JFACC to authoritatively direct, schedule, and control collection
operations for use by the J-2 in associated processing, exploitation, and reporting. The
JAOC should request ISR support from the JFC or another component if assigned assets
cannot fulfill specific airborne ISR requirements. It is imperative that the JFACC
remains aware of all available surveillance and reconnaissance capabilities that can be
integrated into joint air operations. ISR division collection managers build a daily
collection plan, the reconnaissance, surveillance, and target acquisition annex, as a
commonly-understood plan which tasks airborne ISR platforms sensors and PED nodes.
This product is an annex to the ATO and is available to the entire joint force. It is
completed by ISR personnel in the MAAP.
c. National and non-DOD ISR resources are not normally placed under the JFC’s
OPCON. These resources may provide direct support to the JFC or one of the
III-28
JP 3-30
Planning and Execution of Joint Air Operations
components, either full-time or on-call, but are normally shared with other commands or
components. The supported commander will be provided with liaison teams upon
request. These teams will normally be the points of contact for coordinating their
specific ISR resources and associated capabilities with the supported commander’s ISR
operators. ISR operators forward the requirements to the appropriate command authority
for approval.
d. ISR personnel are integrated into the JAOC. The complexity of integrating
airborne ISR will normally determine whether the function is handled by a specialty
team, cell, or division within the JAOC. The JFACC’s ISR collection managers and
operations planners will work with the joint force staff and other components to
effectively coordinate national and theater ISR objectives. The ISR collection elements
will manage and satisfy the JFACC’s information requirements.
e. The JFACC provides integrated airborne ISR for the JFC. The JAOC provides
the force integrated information from the JFACC’s available airborne ISR support.
See JP 2-01, Joint and National Intelligence Support to Military Operations, for further
information.
f. ISR systems undergoing the acquisition and research and development process,
particularly the advanced concept technology demonstration phase, are normally
requested through military development organizations and involve the applicable
contractor. In such cases, the contractor is often requested to provide technical
representatives in the JAOC and/or at the national or theater intelligence agency.
8.
Air Mobility Considerations
a. Air mobility missions are integral to the success of joint operations. Airlift is
critical for deployment, redeployment, and sustainment, while aerial refueling is
critical to enable and sustain air operations. AE is the most expeditious method of
patient movement. Commander, US Transportation Command, normally retains OPCON
of intertheater air mobility assets due to their global mission and nature. A support
relationship is established between CCDRs. Intratheater airlift and theater refueling
assets may be attached to a JTF, with OPCON normally delegated down to the
appropriate Service component commander (usually the COMAFFOR). Integrating air
mobility planning into the JAOP and monitoring mission execution is normally the
responsibility of a DIRMOBFOR, appointed by the COMAFFOR and supported by a
team of mobility specialists in the JAOC.
b. The DIRMOBFOR functions as coordinating authority for air mobility with all
commands and agencies, both internal and external to the JTF. The DIRMOBFOR is
normally a senior officer who is familiar with the AOR or JOA and possesses an
extensive background in air mobility operations. When appointed, the DIRMOBFOR
serves as the designated agent for all air mobility issues in the AOR or JOA, and for other
duties as directed. The DIRMOBFOR exercises coordinating authority between the
III-29
Chapter III
theater AOC (or theater JAOC if established), Air Mobility Command’s 618th Tanker
Airlift Control Center (618th TACC), and the joint movement center (JMC)/joint
deployment and distribution operations center (JDDOC), to expedite the resolution of air
mobility issues. The DIRMOBFOR may be sourced from the theater’s organizations or
USTRANSCOM. Additionally, the DIRMOBFOR, when designated, will ensure the
effective integration of intertheater and intratheater air mobility operations, and facilitate
intratheater air mobility operations on behalf of the COMAFFOR. The DIRMOBFOR
provides, on behalf of the COMAFFOR, guidance to the AMD on air mobility
matters, but such guidance should be responsive to the timing and tempo of
operations managed by the JAOC director. The JAOC AMD remains under
control of the JAOC director who manages execution of operations for the JFACC.
The DIRMOBFOR is the primary interface for other air mobility operations occurring in
theater. The DIRMOBFOR should be collocated with the AMD to maximize
effectiveness. Operationally, the DIRMOBFOR normally works directly for the JFACC.
The DIRMOBFOR provides direction to the AMD, but the AMD must be responsive to
the JAOC director.
c. DIRMOBFOR also has distinct responsibilities in relation to JFC staffs. Air
mobility requirements do not originate in the JAOC. They originate at the component
level and are validated by either the theater JMC/JDDOC (when established) or by the
GCC’s J-3 in coordination with the logistics directorate of a joint staff (J-4). This may
vary slightly in different theaters.
Consequently, an essential role for the
DIRMOBFOR is to serve as the principal interface between the JAOC, the theater’s
J-4, and the JMC/JDDOC to ensure appropriate prioritization of air mobility tasks
while balancing requirements and air mobility capability.
d. When a JTF is formed, command relationships for air mobility forces will be
established in accordance with the Unified Command Plan and the Global Force
Management process. Command of these forces will be as established by the JFC and
normally exercised through the COMAFFOR and/or JFACC with the advice and
assistance of the DIRMOBFOR. The JAOC director is charged with the effectiveness of
joint air operations and focuses on planning, coordinating, allocating, tasking, executing,
and assessing air operations in the operational area based on JFACC guidance and
DIRMOBFOR coordination. While the JAOC director provides direction principally to
the JAOC’s strategy, combat plans, and CODs, the DIRMOBFOR’s focus is on the AMD
and its primary components. Figure III-14 illustrates the arrangement of the JAOC and
associated command relationships with respect to air mobility operations.
III-30
JP 3-30
Planning and Execution of Joint Air Operations
THE JOINT AIR OPERATIONS CENTER AND COMMAND
RELATIONSHIPS FOR AIR MOBILITY FORCES
SECRETARY OF DEFENSE
GEOGRAPHIC
COMBATANT
COMMANDER
USTRANSCOM
JFC
Theater
COMAFFOR
AMC/CC
Numbered
AFCC
JFACC
AFTRANS/CC
AOC
618th TACC
JAOC
Director
Theater Assigned
Air Mobility Forces
DIRMOBFOR
JAOC Division
Combat Plans
Combat Ops
Strategy
ISR
Attached
Air Mobility Forces
Air Mobility
Division
Theater Assigned and
Attached Service
Organic Mobility Forces
Attached to JTF
COMMAND
COCOM
OPCON
USTRANSCOM
Air Mobility Forces
Supporting JTF
AS DESIGNATED
USTRANSCOM
Assigned
Air Mobility
Forces
COORD
LEGEND
AF
AFTRANS
Air Force
Air Force Transportation
Component
AMC
Air Mobility Command
AOC
air and space operations
center (USAF)
CC
component commander
COCOM
combatant command
(command authority)
COMAFFOR commander, Air Force forces
COORD
coordination authority
DIRMOBFOR director of mobility forces
ISR
intelligence, surveillance, and
reconnaissance
JAOC
joint air operations center
JFACC
joint force air component
commander
JFC
joint force commander
JTF
joint task force
OPCON
operational control
618th TACC Tanker/Airlift Control Center
USTRANSCOM US Transportation Command
Figure III-14. The Joint Air Operations Center and Command Relationships for Air
Mobility Forces
III-31
Chapter III
For more detailed information, see JP 3-17, Air Mobility Operations.
9.
Unmanned Aircraft Systems Considerations
a. General considerations. UASs should be treated similarly to manned systems
with regard to the established doctrinal warfighting principles. Like manned aircraft,
the operation of UASs should adhere to the guidance contained in this publication. While
the JFC retains the authority to determine the use and control of UAS forces, there are
some issues for planners and commanders to consider when employing these systems.
Modern UAS technology provides commanders with additional information resources
that may enable increased situational awareness. (See Figure III-15.)
b. Unique characteristics associated with C2 of UASs
(1) While the C2 processes for UASs are similar to those for manned assets,
several characteristics of UASs can make C2 particularly challenging:
(a) UAS communication links are generally more critical than those
required for manned systems. In the event of lost communications, a manned aircraft will
typically press with the mission and/or return safely to a home base or alternate field.
Although, UASs can be programmed to return to base upon loss of communication, they
rely on a nearly continuous stream of communications (for both flight control and
payload) to successfully complete a mission. Therefore, communications security, and
specifically bandwidth protection (from both friendly interference and adversary
action) is imperative.
(b) UASs may be capable of transferring control of the aircraft and/or
payloads to multiple operators while airborne. Close coordination amongst all potential
operators is required.
(c) Most larger UASs have considerably longer endurance times than
comparable manned systems. Planners must exploit this capability when tasking UAS
assets.
(d) Compliance with the ACO is critical as UA cannot “see and avoid”
other aircraft, generally have small radar and visual signatures and may not have
identification, friend, or foe capability.
Refer to JP 3-52, Joint Airspace Control, for further information.
(2) Allocation and tasking of UASs in Joint Operations. The JFC process for
determining what UASs to allocate to the JFACC will be no different than for the
manned aircraft allocation decision process. Transferring C2 of UASs within a Service
or functional component can be accomplished through Service or functional command
structures.
III-32
JP 3-30
Planning and Execution of Joint Air Operations
UNMANNED AIRCRAFT SYSTEMS
CATEGORIZATION CHART
UA
Category
Maximum
Gross Takeoff
Weight (lbs)
Normal
Operating
Altitude (ft)
Speed
(KIAS)
Representative UAS
WASP III, TACMAV
RQ-14A/B, BUSTER,
BATCAM, RQ-11B,
FPASS, RQ16A,
Pointer, Aqua/Terra
Puma
Group 1
0-20
< 1200 AGL
100 kts
Group 2
21-55
< 3500 AGL
< 250
ScanEagle, Silver
Fox, Aerosonde
< 250
RQ-7B Shadow, RQ15 Neptune, XPV-1
Tern, XPV-2 Mako
Group 3
< 1320
< 18,000 MSL
Any
Airspeed
Group 4
> 1320
Group 5
> 1320
Any
Airspeed
> 18,000 MSL
MQ-5B Hunter, MQ8B Fire Scout, MQ1C ERMP, MQ1A/B/C Predator
MQ-9 Reaper, RQ-4
Global Hawk, RQ-4N
BAMS
LEGEND
AGL
ft
KIAS
kts
above ground level
feet
knots indicated airspeed
knots
lbs
MSL
UA
UAS
pounds
mean sea level
unmanned aircraft
unmanned aircraft system
Figure III-15. Unmanned Aircraft Systems Categorization Chart
(a) C2 of theater-capable UASs. Theater-capable UASs are able to range
the theater of operations and/or support multiple users. They can be used to support the
JFC (UASs made available by component commanders), component commanders’
operations (organic UASs), or in support of other component commanders. As these low
density assets can be in high demand, careful consideration must be made by the JFC and
JFACC when making apportionment and allocation decisions. The JFC should attempt to
meet the organic needs of the component commanders, while ensuring the JFACC has the
assets available to execute JFC assigned JOA-wide operations. These decisions will
typically change as the phase of an operation changes. As with any joint capable asset,
III-33
Chapter III
the JFC retains the authority to utilize any UAS asset to meet the needs of the JFC
mission. How theater-capable UAS operations are managed and planned will vary based
on the type and phase of an operation.
(b) Factors to Consider When Tasking UASs. Users requesting UA
support should make a concerted effort to request UA in the role of ISR (see paragraph 7,
“Intelligence, Surveillance, and Reconnaissance Considerations”) or, as an armed UA, in
which case a desired effect is requested. Depending on the desired effect, there might be
more than one type of asset available to support a mission requiring armed UA. UASs
are typically high demand assets due to mission duration, the ability to quickly respond to
TST requests, and their ability to support multiple users. Retasking a UAS during
mission execution must be carefully considered. Dynamic retasking of a UAS should be
done by the appropriate commander after evaluating the full impact of diverting the
capability from the current mission and the impact to operational success or
consequences without the asset. Dynamic UAS retasking priorities and procedures must
be clearly specified in the ROE and SPINS prior to conducting military operations.
(c) Transfer of Control During Mission Execution. If a UAS or the
payload is reallocated to support another commander’s objective, the supported
commander should, to the maximum extent feasible, take advantage of the established C2
architecture. This will alleviate the necessity for the supported commander to understand
how assets or payloads, not under his routine command, are controlled (as opposed to
how they can be used). If it is necessary to control an asset by anyone other than the
primary UAS operator (e.g., the supported commander wants to control which way to
direct an electro-optical infrared camera), then they should be familiar with joint
terminology for controlling the UAS and payload. To adapt to UAS transfer of control,
intelligence collection managers and ISR operations managers will need to adjust plans
and reprioritize available ISR assets and capabilities.
(d) UAS C2 for Dynamic Targeting.
Recent operations have
demonstrated that UASs can be critical to the success of dynamic targeting missions and
its prosecution of targets of opportunity (unplanned, unanticipated) or TSTs.
Commanders of UASs should follow established procedures for executing dynamic
targeting operations. Dynamic targeting situations may require UASs to support CAS,
strike coordination and reconnaissance, air interdictions, other joint fires missions, and
PR. Specific tasks for the UAS may include: target acquisition/marking, terminal
guidance of ordnance, providing precision coordinates for Global Positioning System
(GPS) aided munitions, delivery of onboard precision-guided ordnance, tactical
assessment, BDA, and retargeting (i.e., “shoot-look-shoot”). In the dynamic targeting
role, UASs are routed, controlled, and deconflicted in the same manner as fixed- and
rotary-winged manned aircraft, as outlined in joint doctrine.
c. Mission Planning Considerations. Current doctrinal planning considerations for
manned aircraft are applicable to UA, with minor modification.
III-34
JP 3-30
Planning and Execution of Joint Air Operations
(1) Flight Planning. UA flights must follow all approved planning,
guidance, and procedures as prescribed in the AOD, ACO, ATO, and SPINS. Typically,
it is not necessary to include Group 1 UA on the ACO, ATO, or SPINS unless their
planned operating altitude is such that it could cause a conflict with other airborne
operations. All other UA (Groups 2-5) shall be included on the ACO, ATO, and SPINS.
The unique requirements of UAS data links require detailed planning for lost link and/or
emergency recoveries.
(2) UA Emergency Planning. UA emergency procedures may be more
difficult than those of manned platforms. Detailed planning for lost link; lost positioning,
navigation, and timing (PNT) self-awareness (typically due to GPS signal interference);
and other emergency procedures and recoveries is required due to the dependence on
PNT information and the control data link. Planned lost link and emergency profiles
must be safe and consistent with all airspace requirements, follow ACO guidance, and
deconflict with other airspace users. Another emergency planning factor is the potential
for recovery of armed UA into an emergency divert base. Typically the divert base will
incorporate a compatible launch and recovery element to ensure safe UA recovery.
d. Defensive Considerations. Our adversaries are developing and acquiring UASs,
so it is imperative our C2 and DCA nodes are able to differentiate between friendly
and enemy UAs and cruise missiles. ACPs must not allow a window of opportunity for
adversaries to exploit. Specifically, the use of coordinating altitudes and standard use
Army aircraft flight routes by UASs enables efficient and timely use of the airspace, but
also makes it more difficult for air defense operators to differentiate between friend and
foe. This type of airspace control is typically procedural control, and not positive control.
Therefore, UAS operators must follow prescribed airspace control procedures and air
defense identification procedures in order to prevent fratricide and/or allow enemy UAS
exploitation of that airspace. Additionally, the use of coordinating altitude penetrating
restricted operations zones (ROZs) to separate UASs from other airspace should be kept
to a minimum. A ROZ should be used as an integration tool, not as a segregation tool.
When a ROZ is utilized for other than its intended purpose (as a “space holder,” for
example), it becomes an inefficient use of airspace that complicates the ACA duties.
For a more detailed discussion of UAS considerations, see the Field Manual (FM) 304.15/Navy Tactics, Techniques, and Procedures (NTTP) 3-55.14/Air Force Tactics,
Techniques, and Procedures (Instruction) (AFTTP[I]) 3-2.64, Multi-Service Tactics,
Techniques, and Procedures for Tactical Employment of UAS.
10. Joint Personnel Recovery Considerations
Since PR operations often rely on air assets to accomplish some of the PR execution
tasks, coordination between the joint personnel recovery center (JPRC) and JAOC is
essential. The JPRC is responsible for providing the information that goes into the PR
portion of the ATO SPINS. The JFACC should ensure the ATO includes air assets
sufficient to accomplish PR tasks. Deconfliction of PR missions from other air missions
is accomplished through the ATO. If the JPRC is not collocated and integrated into the
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Chapter III
JAOC, it is essential the JPRC director establish a liaison element within the JAOC to
facilitate tasking of dedicated PR assets in the ATO, coordinate tasking or redirection of
air assets to support PR mission execution, monitor ATO and PR mission execution,
coordinate changes to PR information in the ATO SPINS, assess the effectiveness of PR
operations, and recommend changes to JFC/JFACC guidance for PR. Service
components should establish a personnel recovery coordination cell/rescue coordination
team (PRCC/RCT) to coordinate all component PR activities. When the JFACC is the
supported commander for PR, the PRCC/RCT and associated communications structure
may be collocated and form the nucleus of the JPRC. In this case, the PRCC/RCT, when
augmented by other members of the joint force, is normally designated as the JPRC and
the JPRC director is tasked with coordinating all PR joint activities. Coordination of PR
missions, employing JFACC assets, requires integration with the J-3 and COD.
For additional information on joint personnel recovery, see JP 3-50, Personnel
Recovery.
III-36
JP 3-30
APPENDIX A
SAMPLE MISSION STATEMENT AND COMMANDER’S INTENT
The initiation or mission analysis stages of the JOPPA should produce a mission
statement and a statement of the commander’s intent, both approved by the JFACC.
SAMPLE MISSION STATEMENT:
“When directed, JFACC-West conducts joint air operations in the Pacific region to
protect the deployment of the joint force and to deter aggression.
Should deterrence fail, JFACC-West, on order, gains air superiority in order to
enable coalition military operations within the operational area. Concurrently, JFACCWest supports JFLCC-West in order to prevent seizure of NV Pacifica mineral fields.
On order, JFACC-West shapes the operational environment for a joint
counteroffensive, supports JFMCC-West for maritime superiority and JFLCC-West for
ground offensive operations, degrades conventional military power, and destroys
weapons of mass destruction long/medium delivery capability in order to defeat the
military forces in the region.”
SAMPLE STATEMENT OF COMMANDER’S INTENT:
Purpose. The purpose of the joint air operation is to deter aggression. Should
deterrence fail, I will gain and maintain air superiority, conduct joint offensive air
operations, and support the JFLCC counteroffensive in order to restore the territorial
integrity and ensure the establishment of a legitimate government in a stable Pacifica
region.
Military End-state. At the end of this operation:
a. Adversary military forces will be capable of limited defensive operations, have
ceased offensive combat operations, and complied with coalition war termination
conditions.
b. Adversary will retain no weapons of mass destruction capability.
c. Allied territorial integrity will be restored.
d. JFACC-West will have passed air traffic control to local authorities.
e. JFACC-West will have been disestablished.
A-1
Appendix A
Intentionally Blank
A-2
JP 3-30
APPENDIX B
SAMPLE JOINT AIR ESTIMATE OF THE SITUATION
1.
Introduction
The JFACC’s estimate of the situation is often produced as the culmination of the
air COA development and selection stages of the JOPPA. It can be submitted in
response to or in support of creation of a JFC’s estimate of the situation. It should also
be used to assist in creation of the JAOP and daily AODs (as required). It reflects the
JFACC’s analysis of the various air COAs that may be used to accomplish the assigned
mission(s) and contains the recommendation for the best air COA. The estimate may
contain as much supporting detail as needed to assist further plan development, but if
the air estimate is submitted to the JFC or CCDR for a COA decision, it will generally
be submitted in greatly abbreviated format, providing only the information essential to
the JFC for arriving at a decision. The following is a notional example of a joint air
estimate in paragraph format. Use of the format is desirable, but not mandatory and
may be abbreviated or elaborated where appropriate. It is often published in message
format.
For additional information see Chairman of the Joint Chiefs of Staff Manual (CJCSM)
3122.01, Joint Planning and Execution System (JOPES) Volume I, Planning Policies
and Procedures.
2. Sample Joint Air Estimate of the Situation
a. Mission. State the assigned or deduced mission and its purpose.
(1) JFC’s mission statement (from the JFC’s estimate), or other overarching
guidance if the latter is unavailable.
(2) JFACC’s mission statement. Include additional language indicating how
overarching guidance will be supported, as required.
b. Situation and Courses of Action
(1) Commanders’ Intent:
(a) JFC’s intent statement, if available (or other overarching guidance
stipulating the end state, as required).
(b) JFACC’s intent statement (see Appendix A, “Sample Mission
Statement and Commander's Intent”).
(2) Objectives. Explicitly state air component objectives and the effects
required to support their achievement. Include as much detail as required to ensure that
each objective is clear, decisive, attainable, and measurable.
B-1
Appendix B
(3) Summary of the results of JIPOE. Include a brief summary of the major
factors pertaining to the characteristics of the operating environment and the relative
capabilities of all actors within it that may have a significant impact on alternative air
COAs.
(4) Adversary capability. Highlight, if applicable, the adversary capabilities
and psychological characteristics that can seriously affect the accomplishment of the
mission, giving information that would be useful in evaluating the various air COAs.
This section should describe, at a minimum, the enemy’s most likely and most
dangerous potential COAs.
(5) Force protection requirements. Describe potential threats to friendly
forces, including such things as the threat of terrorist action prior to, during, and after
the mission that can significantly affect accomplishment of the mission.
(6) Own courses of action. List air COAs that offer suitable, feasible, and
acceptable means of accomplishing the mission. If specific air COAs were prescribed
in the WARNING ORDER, they must be included. For each air COA, the following
specific information should be addressed:
(a) Combat forces required. List capabilities needed, and, if applicable,
specific units or platforms. For each, list the following, if known:
1. Force provider.
2. Destination.
3. Required delivery date(s).
4. Coordinated deployment estimate.
5. Employment estimate.
6. Strategic lift requirements, if appropriate.
(b) ISR forces required.
specific units or capabilities.
List capabilities needed, and, if applicable,
(c) Support forces required. List capabilities needed, and, if applicable,
specific units or capabilities.
c. Analysis of Opposing Courses of Action. Highlight adversary capabilities and
intent (where known) that may have significant impact on friendly COAs.
d. Comparison of Own Courses of Action. For submission to the JFC, include
only the final statement of conclusions and provide a brief rationale for the favored air
B-2
JP 3-30
Sample Joint Air Estimate of the Situation
COA. Discuss the relative advantages and disadvantages of the alternative air COAs if
this will assist the JFC in arriving at a decision.
e. Recommended Course of Action. State the JFACC’s recommended COA.
B-3
Appendix B
Intentionally Blank
B-4
JP 3-30
APPENDIX C
SAMPLE JOINT AIR OPERATIONS PLAN FORMAT
The JAOP format uses the same format as the JFC’s OPLAN but from an air power
point of view. Each air operations plan will differ with the JOA, situation, and
capabilities of the joint force. A sample format follows:
Copy No.
Issuing Headquarters
Place of Issue
Date/Time Group of Signature
JOINT AIR OPERATIONS PLAN:
(Number or Code Name)
REFERENCES: Relevant documents, maps, and charts. This should generally include
CJCSM 3122.03C, JOPES Volume II, Planning Formats.
1. SITUATION
Briefly describe the situation that the plan addresses (see the JFC’s estimate and the
template below as a guide). Related OPLAN(s) should be identified, as appropriate.
a. General Guidance. Summarize the operational environment and overall JFC
mission, guidance, intent, prioritized effects, operational limitations, and specified tasks
for the JFACC and established support relationships among components that are relevant
to that guidance.
b. Area of Concern. Applicable boundaries, as of the operational area(s), area(s) of
interest, and etc. Include maps as appropriate.
c. Deterrent Options. Describe air power’s role in these JFC options, if applicable.
d. Adversary Forces. Overview of the hostile threat, to include:
(1) Composition, location, disposition, movement, of major adversary forces
and capabilities that can influence action in the operational environment.
(2) Adversary strategic concept (if known): should include adversary’s
perception of friendly vulnerabilities and adversary’s intention regarding those
vulnerabilities.
(3) Major adversary objectives (strategic and operational).
(4) Adversary commanders’ motivations, thought patterns, idiosyncrasies, and
doctrinal patterns (to the extent known).
C-1
Appendix C
(5) Operational and sustained capabilities (all relevant adversary forces, not just
air and counterair).
(6) Adversary COGs and decisive points.
(a) Analysis of critical capabilities (CCs), critical requirements (CRs), and
critical vulnerabilities (CVs) for each.
(b) Description using logical LOOs, if appropriate.
e. Friendly Forces. Overview of friendly (US and coalition partner), to include:
(1) Forces available according to time-phased force and deployment data
considerations.
(2) Forces required, based on employment CONOPS. Highlight shortfalls.
(3) Intent of higher, adjacent, and supporting US and coalition forces and
commands.
(4) Friendly COGs.
(a) Analysis of CCs, CRs, and CVs.
(b) Steps to be taken to protect friendly CVs.
f. Assumptions. List, as required.
g. Legal Considerations. List those of critical importance to operations, such as
legal restrictions and guidance on targeting. Refer to Annexes, as required.
2. MISSION
JFACC’s Mission Statement
3. EXECUTION
a. Concept of Operations for Joint Air Operations. A statement of the JFACC’s
intent, objectives, desired effects, and broad employment concepts, to include logical
LOOs for the desired end state. Phase plans for each phase of the operation.
(1) Operational concept for the phase, including objectives (ongoing and
specific to the phase), intent, desired effects, risk, logical LOOs, plan of operations,
timing, and duration.
C-2
JP 3-30
Sample Joint Air Operations Plan Format
(2) General guidance for subordinate units and component’s supported and
supporting requirements. Ensure that all subordinates’ missions are complementary.
(3) Forces or capabilities required by objective.
(4) “Be prepared to” missions; phase branches.
(5) Reserve capabilities and/or forces, if applicable – reserve in this sense
meaning capabilities held in operational reserve, not Reserve Component elements of the
joint force.
(6) Mobility considerations for the phase – transportation, lines of
communications, overflight, basing considerations, and the like that are unique to this
phase.
(7) Information operations – considerations, such as deception, strategic
communication, and cyberspace capabilities that are unique to the phase.
b. Tasks. State the component’s supporting and supported requirements for the
operation in general. Include implied tasks and guidance to subordinates that are not
specific to a given phase.
c. Coordinating Instructions. Explain operational terms required for complete
understanding of the operation, but which are not defined in current JPs.
d. Exchange of liaison officers. Explain and direct any liaison requirements here,
including the role of the JACCE.
4. ADMINISTRATION AND LOGISTICS
a. Concept of Sustainment. A broad statement of the functional areas of logistics,
transportation, personnel policies, and administrations, if required.
b. Logistics. Broad sustainment concept for air operations. Phase considerations
(synchronized with execution phases – may not be required if already explained in phase
plans).
(1) Basing and Overflight. Explain any unique clearance and buildup
requirements in this section, if not already explained in phase plans.
(2) Lines of Communications.
operation.
Explain any requirements relevant to the
(3) Base Opening and Development. Explain any general base opening
requirements for the operation. Information may also be included in phase plans.
C-3
Appendix C
(4) Maintenance and Modification. Use as required.
(5) Host Nation Considerations.
operation.
Explain any unique requirements for the
(6) Reconstitution of Forces. Use as required.
(7) Inter-Service, Interagency, and Inter-Component Requirements.
Use as
required.
(8) Foreign Military Assistance. Use as required.
c. Personnel. Use as required.
d. Public Affairs. Identify key public affairs requirements necessitated by major
event (may also be identified in phase plans).
e. Civil Affairs. Use as required.
f. Meteorological and Oceanographic. Explain factors like climate and terrain,
and how they will likely affect air operations.
g. Geospatial Information.
requirements and plans here.
Explain common geospatial reference system
h. Medical Services. Use as required.
5. COMMAND AND CONTROL
a. Command
(1) Command Relationships.
Specify command relationships for all
organizations relevant to the JFACC operations. Be as specific as possible.
(2) Memoranda of Understanding. As applicable.
(3) Command Headquarters.
command headquarters.
(4) Continuity of Operations.
operation.
(5) Command Posts.
headquarters.
C-4
Designation and location of all air-capable
Any general considerations unique to the
List the designations and locations of each major
JP 3-30
Sample Joint Air Operations Plan Format
(6) Succession to Command.
Designate, in order of succession, the
commanders responsible for assuming command of the operation in specific applicable
circumstances.
b. Control and Communications. General overview of C2 and communication
systems required to support air operations.
6. ANNEXES
JAOP annexes should be written for a functional domain-specific audience and
contain technical details necessary for C2 of all air organizations and capabilities across
the joint force. They should contain any details not considered appropriate for the
relevant section of the main plan.
A. Task Organization.
B. Intelligence.
C. Operations.
D. Logistics.
E. Personnel.
F. Public Affairs.
G. Civil Affairs.
H. Meteorological and Oceanographic Operations.
J. Command Relationships.
K. Communications and Information.
L. Environmental Considerations.
M. Geospatial Information and Services.
N. Space Operations.
P. Host-Nation Support.
Q. Medical Services.
S. Special Technical Operations.
C-5
Appendix C
V. Interagency Coordination.
Y. Strategic Communication.
(Signed) (Commander)
DISTRIBUTION:
SECURITY CLASSIFICATION.
C-6
JP 3-30
APPENDIX D
SAMPLE AIR OPERATIONS DIRECTIVE
Issuing Headquarters
Place of Issue
Period AOD applies to
Date/Time Group of Signature
1. Situation
a. JFC guidance (verbatim).
(1) JFC’s intent statement.
(2) Execution guidance (if issued).
(3) Supported and supporting command relationships.
b. Enemy situation.
c. Friendly situation (by joint force component).
2. Mission
The JFACC’s mission statement (verbatim). Covers all phases of the operation, but
AOD may state which phase this AOD applies to. This should not change unless the
mission itself changes.
3. Execution – Air Operations
a. JFACC’s intent.
(1) Purpose.
(2) End state.
b. Execution: What to do, when.
c. Focus of effort by objective.
d. Weight of effort by objective.
e. Acceptable level of risk.
f. TST guidance.
g. Other issues (e.g., ISR, IO, space, mobility, focus of effort).
D-1
Appendix D
4. Administration and Logistics
Logistics considerations affecting operations during the AOD period.
5. Command and Control
C2 considerations affecting operations during the AOD period. If there are no
unique considerations, refer the reader to the JAOP, Appendix J.
6. Annexes
Use as required. Typical annexes:
a. Full listing of end state conditions, objectives, effects, and tasks, including
measures of performance and effectiveness for each (as applicable).
b. Commander’s critical information requirements and essential elements of
information applicable for the AOD period.
D-2
JP 3-30
APPENDIX E
SAMPLE AIRSPACE CONTROL PLAN
The following is a notional example of an airspace control plan (ACP). Details may
vary according to the situation.
Headquarters, JFACC
(a) JAOC Name and Office Symbol
Headquarters, Base, or Location
DD MMM YYYY
APPENDIX X TO ANNEX C TO [Operation Name] JAOP XX-XX, AIRSPACE
CONTROL PLAN
[Operation name] AIRSPACE CONTROL PLAN [Number] (ACP XX-XX).
EFFECTIVE UPON ORDER BY THE JOINT FORCE COMMANDER (JFC) AND
FOR THE DURATION OF [Operation Name]. RETAIN THIS DOCUMENT
THROUGHOUT THE OPERATION. THE DAILY AIRSPACE CONTROL ORDER
(ACO) IS IN EFFECT Time Zulu (Z)-Time_Z (Time Local [L] Time-L) EACH DAY,
COINCIDING WITH THE AIR TASKING ORDER (ATO) EFFECTIVE TIMES.
DOCUMENT LENGTH: X PAGES.
THIS DOCUMENT IS UNCLASSIFIED.
REFERENCES:
JP 3-52, Joint Airspace Control.
JP 1, Doctrine For The Armed Forces Of The United States.
Air Force Tactics, Techniques, and Procedures 3-3.AOC, Operational Employment, Air
and Space Operations Center.
[Operation name] AIRSPACE MASTER DATA BASE, DAILY ACO, ACMREQ
FORM, ACP AND AIRSPACE POWERPOINT SLIDES DEPICTING ESTABLISHED
AIRSPACE AND COORDINATE INFORMATION CAN BE FOUND ON THE
[Operation or Command Name] WEB PAGE ON SIPRNET LOCATED AT:
(https://XXX.XXX)
INDEX OF THE ACP SECTIONS:
ALPHA:
Basic Plan
A1. Scope
A2. Definition Of Airspace Control
A3. Primary Airspace Control Responsibilities
BRAVO:
Special Procedures
CHARLIE: Points Of Contact
DELTA:
Functional Responsibilities
ECHO:
ACM Request/ACO Promulgation Procedures
E-1
Appendix E
FOXTROT: ATC Equipment Defined
GOLF:
Abbreviations And Definitions
HOTEL:
Airspace Coordinating Measures (ACM)
SECTION ALPHA: BASIC PLAN
A1. SCOPE: Information in this plan does not replace airfield or airspace local
operating procedures, the flight information publication (FLIP), or service and/or national
flight operations regulations.
A2. DEFINITION OF AIRSPACE CONTROL:
A2.2.1. OBJECTIVE: To enhance air, land, maritime, and special operations
force effectiveness in accomplishing the joint task force’s (JTF’s) objectives.
This is accomplished with the maximum allowable freedom to airspace users
consistent with the JTF’s determination of acceptable risk. Airspace control
includes coordinating, integrating, and regulating airspace to increase
operational effectiveness; however, the airspace control authority (ACA) does
not have the authority to approve, disapprove, or deny combat operations. Such
authority is vested in operational commanders.
A2.2. TYPES OF AIRSPACE CONTROL: control of airspace will be
accomplished by two primary means: procedural control and positive control.//
A2.2.1. Procedural control is that method of airspace control which relies
on previously agreed to airspace control measures or procedures which are
promulgated in the ACP, ACO or air traffic control (ATC) guidance (i.e.,
ROZ, track, orbit).
A2.2.2. Positive control is that method of airspace control that relies on
real-time surveillance and guidance of an airspace user by an authorized
airspace control agency (e.g., ATC, control and reporting center [CRC],
airborne warning and control system [AWACS]).
A3. PRIMARY AIRSPACE CONTROL RESPONSIBILITIES
A3.1. Joint force air component commander (JFACC): Designated by the JFC
to accomplish missions and tasks assigned by the JFC to meet JFC objectives.
[Rank, Name, Office] IS DESIGNATED AS THE [Operation Name] JFACC.//
A3.2. ACA: The ACA is responsible for the operation of the ACS in the
airspace control area and develops the ACP for JFC approval and promulgation.
[Rank, Name], [Operation Name] JFACC, is designated as the ACA with
headquarters in the joint air operations center (JAOC). The airspace control cell
of the JAOC will act as the focal point for JTF airspace issues. Modifications to
E-2
JP 3-30
Sample Airspace Control Plan
the ACP or the airspace structure will be published in the ACO or special
instructions (SPINS).
A3.3. Battlefield coordination detachment (BCD): The BCD is the primary
interface between the US Army component commander and the JFACC. The
BCD coordinates ARFOR airspace management needs with the JAOC when the
JFACC is also designated the ACA. These airspace requirements are generated
through the AAGS. The BCD coordinates the use of airspace by ground-based
fire support systems, especially rockets and missiles, and with other airspace
users such as aviation, UAS, and supporting aircraft. The commander, ARFOR
is responsible for identifying any required ACMs and FSCMs to both facilitate
fires and protect other airspace users.
The Army identifies airspace
requirements and submits ACMREQs to the BCD. The BCD coordinates the
ACMs and designated FSCMs with the ACA’s Airspace Management Team to
ensure they are included in the ACO per the ACP guidance. The BCD will
notify the JAOC ACA representative about immediate airspace requirements
during combat operations if required. The NRT airspace integration is
conducted by Army AC2 elements with the ACA’s ACS per the ACP.
A3.4. Airspace users: Any user of airspace, to include operators of aircraft,
UASs, artillery, missiles, or other flying objects. Airspace users will adhere to
airspace guidance promulgated in the ACP, ACO or spins while operating
within the [Operation Name] operational area. Airspace users will adhere to
host nation ATC procedures while operating outside of the [Operation Name]
operational area.
SECTION BRAVO: SPECIAL PROCEDURES
B1. AIR TRAFFIC CONTROL PROCEDURES.
B1.1. GENERAL.
B.2. COORDINATING ALTITUDE. To provide deconfliction between fixed- and
rotary-wing operations, the coordinating altitude for the joint operations area (JOA) is
XXXX feet above ground level (AGL).
B.3. IDENTIFICATION PROCEDURE:
B.3.1. Aircraft penetrating friendly airspace must be classified (friendly,
unknown, or hostile) within X minutes of initial detection.
B.4. HELICOPTER PROCEDURES. All rotary-wing aircraft will use see and avoid
deconfliction procedures at all times.
B.5. TRANSITION ALTITUDE.
E-3
Appendix E
B.6. SPECIAL USE AIRSPACE.
B.7. DEGRADED OPERATIONS.
B.8. IDENTIFICATION FRIEND OR FOE/SELECTIVE
FEATURE (IFF/SIF) MODE III PROCEDURES.
IDENTIFICATION
B.8.1. IDENTIFICATION OF HELICOPTERS:
B.9. EMERGENCY PROCEDURES.
B.10. WEATHER AVOIDANCE.
B.11. DIVERT/FUEL DUMPING PROCEDURES.
B.12. CORRIDORS AND ROUTES:
B.12.1. CORRIDORS.
B.12.2. SAFE PASSAGE.
B.12.3. LAME DUCK PROCEDURES. (A lame duck aircraft is defined as an
aircraft that is unable to talk, squawk and navigate along promulgated minimum
risk routes [MRRs]).
B.13. UNMANNED AIRCRAFT SYSTEMS.
B.13.1. ESTABLISHING AIRSPACE PARAMETERS.
B.13.2. UAS DECONFLICTION. Deconfliction will be accomplished using
ACMs to segregate UASs from other airspace users.
B.13.3. REAL-TIME DECONFLICTION PROCEDURES.
B.13.3.1. UAS WITH IFF.
B.13.3.2. UAS WITHOUT IFF.
B.13.4 – X.GUIDANCE FOR SPECIFIC TYPES OF UASs.
B.14. C2 AND ISR PLATFORMS AND UNMANNED AIRCRAFT.
B.14.1. IN-FLIGHT DECONFLICTION PRIORITY.
B.14.2. RESPONSIBLE AGENCIES FOR DEPARTURE, ARRIVAL, ENROUTE/OPS AREA DECONFLICTION.
E-4
JP 3-30
Sample Airspace Control Plan
B.14.3. EN-ROUTE DECONFLICTION PROCEDURES TO OPERATIONS
AREA.
B.15. MONITORING AGENCIES.
SECTION CHARLIE: POINTS OF CONTACT.
C.1. Specific points of contact, as required by the operation. Include email and
internet contact points.
C.2. CHANGES TO THE ACP should be disseminated by separate message as
required. Proposed changes must be submitted to JFACC airspace management team
(AMT) in the JAOC at [Location].
C.2.1. METHODS TO REQUEST UNCLASSIFIED CHANGES.
C.2.2. METHODS TO REQUEST CLASSIFIED CHANGES.
SECTION DELTA: AIRSPACE CONTROL ORDER.
D.1. JOINT FORCE AIR COMPONENT COMMANDER. Airspace-specific duties
and responsibilities of the JFACC, as well as required information on who has been
appointed as the JFACC and what command arrangements have been made to support
him or her.
D.2. AIRSPACE CONTROL AUTHORITY. Location and required details on the
ACA.
D.3. AIRSPACE MANAGEMENT TEAM (AMT). Location and required details
about the AMT within the JAOC.
D.4. COORDINATION AND DECONFLICTION PROCEDURES WITH OTHER
JOINT FORCE COMPONENTS.
SECTION ECHO: ACM REQUEST / ACO PROMULGATION PROCEDURES.
E.1. INTRODUCTION.
E.1.1. THE JOINT OPERATIONS AREA DEFINED.
E.1.2. OVERFLIGHT CONSIDERATIONS.
E.1.3. SPECIAL TARGET RESTRICTIONS.
E.2. SUBMISSION RESPONSIBILITIES AND PROCEDURES.
E-5
Appendix E
E.3. ACM REQUESTING PROCEDURES.
E.4. ACM COORDINATION PROCEDURES.
E.5. ACO PROMULGATION / DISSEMINATION PROCEDURES.
SECTION FOXTROT: ATC EQUIPMENT DEFINED
F.1. RADAR SERVICES.
F.2. NAVIGATIONAL AIDS (NAVAIDS).
F.3. COMMUNICATION REQUIREMENTS.
F.4. ATC SERVICES
F.5. AIRPORT INFORMATION.
SECTION GOLF: ABBREVIATIONS AND DEFINITIONS
SECTION HOTEL: AIRSPACE COORDINATING MEASURE
H.1 INTRODUCTION.
H.2. AIRSPACE CONTROL DEFINITIONS AND PROCEDURES
H.3. DECONFLICTION PROCEDURES.
H.4. ACM TYPES. (IAW US message text format (USMTF) 2000.)
H.5. ACM USAGE CODES. (USMTF 2000 usage codes)
H.6. NO FLY AREA (NOFLY).
E-6
JP 3-30
APPENDIX F
JOINT AIR OPERATIONS CENTER DIVISIONS AND DESCRIPTIONS
1.
Joint Air Operations Center Director
The JAOC director is charged with effectively managing joint air operations and
establishing the JAOC battle rhythm. The JAOC director develops and directs processes
to plan, coordinate, allocate, task, execute, and assess joint air operations in the JOA
based on JFC and JFACC guidance. The JAOC director’s staff includes division chiefs,
ATO coordinators, the JAOC manager, information management personnel, and the ATO
SPINS coordinator (see Figure F-1).
2.
Strategy Division
The SD concentrates on long-range and near-term planning of joint air operations to
achieve JFC objectives by developing, refining, disseminating, and assessing the
JFACC’s strategy. In addition, the SD does near-term planning for space, cyberspace,
and IO in coordination with joint air operations. Strategy activities are primarily
reflected in the JAOP, AOD, and the operational assessment report. The SD is divided
into four teams: strategy plans, strategy guidance, IO, and operational assessment.
Despite physical proximity to the ATO planning, production, and execution areas within
the JAOC, SD personnel should not become caught up in execution details. Although the
IO team is organizationally aligned with the SD, it coordinates IO efforts across all the
divisions within the JAOC.
3.
Combat Plans Division
The CPD is responsible for near-term air operations planning (within 48 hours prior
to ATO execution). The CPD is divided into four teams: TET, MAAP, ATO production,
and C2 plans. The TET develops the JFACC’s TNL and produces a draft JIPTL for JFC
approval. The primary daily products of CPD processes are the ATO and ACO. CPD
develops the MAAP, assembles the SPINS, and ISR synchronization matrix. The MAAP
team needs the current AOD, ABP shell, and JIPTL loaded to build missions in the
proper TBMCS format. The C2 plans team produces the daily ACO, tactical operations
data, and operational task link message. The ATO production team develops the ABP
databases, and assembles, publishes, and disseminates the ATO, ACO, and SPINS.
Additionally, various specialty/support personnel are embedded in the CPD.
4.
Combat Operations Division
The COD is responsible for the execution of the current ATO (usually the 24 hours
encompassing the effective period of the ATO). The COD is divided into four teams:
offensive operations, defensive operations, interface control, and the senior intelligence
duty officer (SIDO) team. Additionally, various specialty/support personnel are
embedded in the COD.
F-1
Appendix F
JOINT FORCE AIR COMPONENT COMMANDER STAFF AND
JOINT AIR OPERATIONS CENTER ORGANIZATION
JFACC
Personal and Special Staff
Personnel
Communications
JAOC Director
Strategy
Strategy
Plans
Combat
Plans
TET
Strategy
Guidance
Operational
Assessment
MAAP
ATO
Production
C2 Plans
Information
Operations
Combat
Operations
Offensive
Operations
Defensive
Operations
SIDO Team
Interface
Control
Air
Mobility
ISR
Analysis,
Aircraft
Correlation, and Control
Fusion
Air Refueling
Targets/ Tactical Control
Assessment
Air Mobility
ISR Operations Control
PED
Management
Specialty
and
Support
Teams
PRCC
Aeromedical
Evacuation
Liaison Elements
AAMDC
AFLE
BCD
MARLE
NALE
SOLE
USTRANSCOM
Unit Liaisons
Interagency
Liaisons
NGOs
IGOs
Contractors
Multinational
Liaisons
LEGEND
AAMDC US Army Air and Missile Defense
Command
ACO
airspace control order
AFLE
Air Force liaison element
ATO
air tasking order
BCD
battlefield coordination detachment
C2
command and control
IGO
intergovernmental organization
ISR
intelligence, surveillance, and
reconnaissance
JAOC
joint air operations center
JFACC joint force air component commander
Command Authority
MAAP
MARLE
NALE
NGO
PED
master air attack plan
Marine liaison element
naval and amphibious liaison element
nongovernmental organization
processing, exploitation, and
dissemination
PRCC
personnel recovery coordination cell
SIDO
senior intelligence duty officer
SOLE
special operations liaison element
TET
targeting effects team
USTRANSCOM United States Transportation
Coordination
Figure F-1. Joint Force Air Component Commander Staff and Joint Air Operations
Center Organization
F-2
JP 3-30
Joint Air Operations Center Divisions and Descriptions
5.
Intelligence, Surveillance, and Reconnaissance Division
For operations in theaters outside the continental United States, the intelligence,
surveillance, and reconnaissance division (ISRD) is responsible for providing the JFACC
and JAOC with awareness of adversary activity in the operational area, assisting with
integrating, planning, and managing airborne ISR operations, developing and maintaining
targeting information about the adversary, and assisting with execution of ISR operations.
In addition, ISRD has integrated teams or assigned personnel in other JAOC divisions.
The ISRD is divided into four teams: analysis, correlation and fusion; targets and tactical
assessment; ISR operations; and processing, exploitation, and dissemination team. ISR
personnel, assigned in the SD, assist in the development of overall JFACC strategy,
JAOP and operational assessment. ISR personnel, assigned in the CPD, provide tailored
ISR operations planning, threat analysis, and targeting expertise necessary to develop
detailed execution plans for joint air operations. ISR personnel, assigned to the COD, are
part of the SIDO team and provide current situational awareness, targeting, and ISR
operations management for execution of the ATO.
6.
Air Mobility Division
The AMD plans, coordinates, tasks, and executes the air mobility mission in support
of the joint air planning and execution process. The AMD consists of four teams: airlift
control team (ALCT), air refueling control team (ARCT), air mobility control team
(AMCT), and aeromedical evacuation control team (AECT). ALCT plans, schedules,
and tasks the theater airlift portion of the ATO. The ARCT plans, schedules, tasks, and
assists in execution of air refueling missions. The AMCT manages the execution of the
air mobility missions in the ATO and provides support for the overall air mobility effort.
The AECT plans, schedules, and monitors execution of AE missions and AE assets to
support patient movements. Elements within the AMD are matrixed throughout other
divisions.
7.
Specialty and Support Functions
Various specialty and support teams provide the JAOC with diverse capabilities to
help integrate and orchestrate joint air operations. Examples of these functions include
IO, public affairs, PR/combat search and rescue, staff judge advocate, weather, airspace
management, and information management. Integration of specialty and support
capabilities is crucial to the success of the JAOC and joint air operations.
F-3
Appendix F
Intentionally Blank
F-4
JP 3-30
APPENDIX G
LIAISON ELEMENTS WITHIN THE JOINT AIR OPERATIONS CENTER
1. Introduction
Liaison between forces is essential for coordinated and effective joint air operations.
Component commanders will exchange liaison elements to assist and coordinate the
planning and execution of their component’s operations with joint air operations. Liaison
elements provide senior level interface for air, land, sea, and SOFs. These elements
consist of personnel who provide component planning and tasking expertise, coordination
capabilities, and the ability to deconflict component operations and joint air operations.
A brief summary follows of typical liaison elements. Detailed information can be found
in respective command and Service documents.
2. Battlefield Coordination Detachment
The BCD is organized into a headquarters element and six sections (e.g., plans,
intelligence, operations, air defense, airspace management, and airlift). The Army
allocates one BCD per Army service component command (ASCC). The BCD may
support the ASCC or be tailored to support the senior ARFOR deployed commander’s
operations. BCD coordinates with and receives objectives, guidance, and priorities from
the ARFOR commander and staff. Specific missions include processing requests for
tactical air support, monitoring and interpreting the land battle situation, providing the
necessary interface for the exchange of current intelligence and operational data,
coordinating air and missile defense, and airspace management with the JAOC. It
expedites information exchange through face-to-face coordination with JAOC
division/teams because the BCD personnel are trained to operate in the JAOC
environment using TBMCS and understand air component processes. Additionally, the
BCD supervises the Army air reconnaissance LNO teams and Army ground LNO
augmentation teams that coordinate Army forces with Air Force reconnaissance, fighter,
and airlift wings.
3. Special Operations Liaison Element
The JFSOCC provides a SOLE to the JFACC, or appropriate Service component air
C2 facility, to coordinate and synchronize SOF, air and surface operations with joint air
operations. The SOLE director places LNOs throughout the JFACC’s staff, located in
the JAOC. The SOLE coordinates, integrates, and deconflicts all SOF air, surface, and
subsurface activities by providing a SOF presence in the JAOC that is aware of the
activities of special operations units in the field. Special operations must be closely
coordinated with joint air operations planning and execution to prevent fratricide, and
ensure achievement of mission objectives.
For more information on the SOLE, see JP 3-05, Joint Special Operations; JP 3-05.1,
Joint Special Operations Task Force Operations; and USSOCOM Directive 535-7, Joint
Special Operations Liaison Element.
G-1
Appendix G
4. Naval and Amphibious Liaison Element
The NCC/JFMCC (if designated), establishes a NALE to act as the interface between
the NCC/JFMCC and the JFACC. The NALE is responsive to the JFACC on matters
pertaining to all Navy operations and Marine Corps amphibious operations and provides
subject matter experts knowledgeable in the tactics and capabilities of Navy ships,
aircraft and weapon systems. The NALE coordinates, integrates, and deconflicts all
Navy air and surface activities by providing visibility of maritime operations and targets
in the JFACC’s AOD, ATO, and ACO. The NALE processes Navy force and Marine
Corps landing force requests for air support and monitors and interprets the maritime
battle situation in the JAOC. The NALE provides the necessary interface for the
exchange of operational and intelligence data. The NALE also coordinates maritime
requirements for air defense support, interdiction, and monitors Navy and Marine Corps
airspace and air traffic control requirements and changes. The NALE provides feedback
to the organizations within the JAOC on current and future joint air operations
concerning integration of force requirements.
5. Marine Liaison Element
The MARLE is the Marine Corps forces commander’s representative within the
JAOC and is responsive to the JFACC on matters pertaining to Marine Corps operations.
The MARLE provides feedback to organizations within the JAOC on current and future
joint air operations concerning integration of force requirements.
6. Air Force Liaison Element
The AFLE provides an interface between the COMAFFOR and the JFACC for
coordinating and synchronizing Air Force units in support of joint air operations if the
JFACC is not also the COMAFFOR. Normally, the AFLE is composed of personnel and
equipment for a general purpose, numbered Air Force’s staff and component
organizations. AFLE manning is based on a cadre concept with personnel selected for
their battle management expertise and knowledge of C2 concepts and procedures. The
cadres are augmented by additional personnel who are specialists knowledgeable in the
capabilities and tactics of the aircraft, intelligence, or weapons systems being employed.
The AFLE can be tailored to perform a variety of missions and management functions to
match the contingency or operation.
7. Army Air and Missile Defense Command Liaison Team
The AAMDC liaison team is the senior Army and air defense element. It is the
primary interface for all land-based Army air and theater missile defense operations. The
BCD air defense section will coordinate its activities with the AAMDC liaison if
required. Although the BCD has an air defense section, responsibility to integrate the
ARFOR air and missile defense resides with the senior air defense artillery commander,
normally the commander, AAMDC. The AAMDC liaison team responsibilities normally
include:
G-2
JP 3-30
Liaison Elements Within the Joint Air Operations Center
a. Assisting the AADC with the AADP development.
b. Integrating land-based air and missile defense into theater defensive operations.
c. Advising the JFACC/AADC regarding ROE, ACMs related to air defense,
weapons control measures, fire control orders, and air defense warnings.
d. Advising the AADC on matters regarding land-based air and missile defense
operations.
8. Other Liaison
Liaisons representing coalition/allied forces or interagency organizations may
improve JAOC situational awareness and contribute to unity of effort. They provide
invaluable information on their nation’s (or agencies) capabilities and sensitivities. They
can also help overcome cultural barriers. The JFACC must anticipate the need for LNOs
and be prepared to proactively coordinate as appropriate.
See JP 3-0, Joint Operations, and JP 3-16, Multinational Operations, for further
discussion on the subject.
G-3
Appendix G
Intentionally Blank
G-4
JP 3-30
APPENDIX H
THE JOINT AIR COMPONENT COORDINATION ELEMENT
1. General
A JACCE is a small team of airpower experts that can be used to facilitate
coordination between a JFACC and other component commanders or the JFC. The
JACCE is intended as a facilitator, and should not be used in place of existing, more
formal methods of coordination. The JACCE will not bear any responsibilities of the
JAOC nor will it replace any JAOC processes or sub-processes. The JAFFAC may
simultaneously deploy multiple JACCEs as liaisons to the JTF, subordinate joint forces,
or Services, while operating from home station or a deployed location. Some general
considerations include:
a. The JACCE director’s rank should be high enough to work effectively with the
JFC or component commander whom they are supporting.
b. The JACCE director should be supported by a staff. Its size should reflect the
breadth of the operation and normally includes plans, operations, intelligence, airspace
management, space, and air mobility. Additionally, administration and communications
support may be needed.
(1) The JACCE staff should be representative of the JFACC’s staff and should
be composed primarily of personnel from the JFACC’s Service or component (e.g., if the
JFACC is a naval officer and the JAOC is composed primarily of naval personnel, then
the JACCE should also be composed primarily of naval personnel).
(2) The JACCE staff should be tailored in expertise to the supported/supporting
headquarters.
(a) For example, a JACCE, to a JFLCC who commands a very large land
force involved in major combat, should be relatively large and the JACCE should have
requisite experience in supporting land operations with joint air power. The JACCE
should also understand how land forces can support the air scheme of maneuver.
(b) The JACCE, deployed to a JTF headquarters conducting a humanitarian
relief operation, would be composed very differently.
c. Authority and responsibility of the JACCE should be tailored to JFACC needs.
In some situations the JFACC may give the JACCE significant latitude in their authority
to represent the JFACC; in other cases the JFACC may be more restrictive.
d. Working relationships. The JFACC should introduce the JACCE director to the
supported component commander or JFC to establish the desired working relationship. If
this is not possible, the JFACC should at least meet face-to-face with the JACCE prior to
the JACCE assuming their duties.
H-1
Appendix H
e. Communications. A key to the JACCE’s success is its ability to communicate
and gather information. Better communication should lead to better information and thus
to better advice from the JACCE. Some members of the JACCE will require access to
special access programs or compartmentalized information and they should deploy with
the requisite clearances.
2. Presentation and Command/Control Relationships
Ideally, the JFACC and other component commanders would be located together and
there would be no need for a JACCE – the JFACC and other commanders could work
side-by-side and talk face-to-face. Headquarters are often not located together, however,
so a JACCE is presented to the other commanders in order to bridge that physical
separation. The JFACC retains OPCON of the JACCE, but Service components retain
administrative control of their personnel within it. There are two general modes of
JACCE presentation: internal and external to a JTF.
a. Presentation with JFACC internal to a JTF
(1) In this model the CCDR has established a JTF, the JFACC is subordinate to
the commander, JTF, and JACCE are presented as needed laterally to other functional
component commanders and upward to the JTF. This is illustrated in Figure H-1.
(2) Although a JSOTF normally includes a JSOACC, the JSOACC is focused
on employment of SOF aviation. A JACCE may be required if “conventional” aviation
provided by the JFACC is to be integrated with SOF to provide non-SOF capabilities.
b. Presentation with JFACC external to a JTF. In this model there is a mix of
several JTFs within a theater, but only one fully capable JAOC to service all components.
In such instances, there is usually one JFACC reporting to the geographic CCDR. The
JFACC provides centralized control of all joint air power across the theater and supports
multiple JTFs based on the CCDR’s priorities. This arrangement usually occurs because
there are insufficient air assets to supply each JTF with adequate air component
representation and thus there is no separate air component within the JTFs.
H-2
JP 3-30
The Air Component Coordination Element
Example 1: Commander of US Central Air Forces, while acting as the
combined force air component commander for the Commander of US
Central Command, simultaneously provides support to separate joint
task forces (JTFs) in Iraq, Afghanistan, and the Horn of Africa.
Example 2: The US Northern Air Forces/First Air Force Commander,
acting as the Joint Force Air Component Commander for Operation
NOBLE EAGLE in the continental Untied States (CONUS), may also
support separate JTFs responding to separate disasters in CONUS. In
this case, if there are very limited Air Force forces operational control
to the JTF, then the joint air component coordination element (JACCE)
director could be dual-hatted as the commander, Air Force forces,
depending on the JACCE director’s ability to handle both jobs.
STRUCTURE FOR JOINT FORCE AIR COMPONENT
COMMANDER INTERNAL TO A JOINT TASK FORCE
COMBATANT COMMANDER
JTF COMMANDER
JACCE
JFLCC
JFACC
JFMCC
JACCE
JACCE
JFSOCC
JACCE
LEGEND
JACCE
JFACC
JFLCC
joint air component coordination
element
joint force air component
commander
joint force land component
commander
JFMCC
joint force maritime component
commander
JFSOCC joint force special operations
component commander
JTF
joint task force
Figure H-1. Structure for Joint Force Air Component Commander Internal to a Joint
Task Force
H-3
Appendix H
c. Presentation to Service components. In those cases when a JFC elects not to
designate functional component commanders, the COMAFFOR may provide JACCEs to
the other Service component commanders and the JFC as necessary. Duties and
relationships remain as stated.
d. Presentation in multinational operations. In multinational operations JACCEs
may be presented as necessary. The model should be similar to that depicted in Figure
H-1 above. (See Figure H-2.)
3.
Joint Air Component Coordination Element Authority, Command Relations,
and Functions and Responsibilities
The joint air component coordination element:
a. Derives all authority from the JFACC.
STRUCTURE FOR JOINT FORCE AIR COMPONENT
COMMANDER EXTERNAL TO A JOINT TASK FORCE
COMBATANT COMMANDER
JFACC
JTF COMMANDER
JACCE
JFLCC
JACCE
JFMCC
JACCE
JFSOCC
JACCE
LEGEND
JACCE
JFACC
JFLCC
joint air component coordination
element
joint force air component
commander
joint force land component
JFMCC
joint force maritime component
commander
JFSOCC joint force special operations
component commander
JTF
joint task force
Figure H-2 Structure for Joint Force Air Component Commander External to a Joint
Task Force
H-4
JP 3-30
The Air Component Coordination Element
b. Authority can change over time, depending on operation dynamics.
c. Is presented in a liaison role (not with operational or TACON of forces, or in
direct support of the host component commander) and communicates, facilitates, advises,
coordinates, and supports the effective interplay between the JFACC and the host
commander(s).
d. Communicates:
(1) The host commander’s decisions, priorities, interests, and plans to the
JFACC.
(2) The JFACC’s intent, capabilities, restraints, and air component perspective
to the host commander.
e. Advises and assists in planning supporting and supported relationship options.
f. Facilitates the staff process for the JFACC and host commander.
g. Should not replace, replicate, or circumvent in-place request mechanisms (such as
target requests, air apportionment, etc.).
H-5
Appendix H
Intentionally Blank
H-6
JP 3-30
APPENDIX J
REFERENCES
The development of JP 3-30 is based upon the following sources:
1.
DOD Publications
Department of Defense Directive 5100.1, Functions of The Department Of Defense
And Its Major Components.
2.
CJCS Publications
a. Chairman of the Joint Chiefs of Staff (CJCS) Instruction 3151.01B, Global
Command and Control System Common Operational Picture Reporting Requirements.
b. CJCSM 3122.01A, Joint Operation Planning and Execution System (JOPES),
Vol. I, Planning Policies and Procedures.
c. CJCSM 3122.03C, JOPES, Vol. II, Planning Formats.
d. JP 1, Doctrine for the Armed Forces of the United States.
e. JP 2-0, Joint Intelligence.
f. JP 2-01, Joint and National Intelligence Support to Military Operations.
g. JP 2-01.3, Joint Intelligence Preparation of the Operational Environment.
h. JP 3-0, Joint Operations.
i. JP 3-01, Countering Air and Missile Threats.
j. JP 3-03, Joint Interdiction.
k. JP 3-04, Joint Shipboard Helicopter Operations.
l. JP 3-05, Doctrine for Joint Special Operations.
m. JP 3-05.1, Joint Special Operations Task Force Operations.
n. JP 3-08, Interorganizational Coordination During Joint Operations.
o. JP 3-09, Joint Fire Support.
p. JP 3-09.3, Close Air Support.
q. JP 3-11, Operations in Chemical, Biological, Radiological, and Nuclear
Environments.
J-1
Appendix J
r. JP 3-13, Information Operations.
s. JP 3-13.1, Electronic Warfare.
t. JP 3-14, Space Operations.
u. JP 3-16, Multinational Operations.
v. JP 3-17, Air Mobility Operations.
w. JP 3-50, Personnel Recovery.
x. JP 3-52, Joint Airspace Control.
y. JP 3-60, Joint Targeting.
z. JP 4-02, Health Service Support.
aa. JP 5-0, Joint Operation Planning.
3.
Service Publications
a. AFTTP 3-3.AOC, Operational Employment – Air and Space Operations Center
(U).
b. NTTP 3-03.4, Naval Strike and Air Warfare.
c. FM 3-04.15/ NTTP 3-55.14/AFTTP(I) 3-2.64, Multi-Service Tactics, Techniques,
and Procedures for Tactical Employment of UAS.
d. NTTP 3-20.8/AFTTP 3-2.74, Multi-Service Tactics, Techniques, and Procedures
for Air Operations in Maritime Surface Warfare.
4.
United States Special Operations Command Publications
a. USSOCOM Directive 535-7, Joint Special Operations Liaison Element.
b. USSOCOM Directive 535-8, Joint Special Operations Air Component.
J-2
JP 3-30
APPENDIX K
ADMINISTRATIVE INSTRUCTIONS
1.
User Comments
Users in the field are highly encouraged to submit comments on this publication to:
Commander, United States Joint Forces Command, Joint Warfighting Center, ATTN:
Joint Doctrine Group, 116 Lake View Parkway, Suffolk, VA 23435-2697. These
comments should address content (accuracy, usefulness, consistency, and organization),
writing, and appearance.
2.
Authorship
The lead agent for this publication is the US Air Force. The Joint Staff doctrine
sponsor for this publication is the J-3.
3.
Supersession
This publication supersedes JP 3-30, 5 June 2003, Command and Control for Joint
Air Operations.
4.
Change Recommendations
a. Recommendations for urgent changes to this publication should be submitted:
TO:
INFO:
LEMAY CENTER MAXWELL AFB AL//CC//
JOINT STAFF WASHINGTON DC//J7-JEDD//
CDRUSJFCOM NORFOLK VA//DOC GP//
Routine changes should be submitted to the Commander, Joint Warfighting Center –
Doctrine and Education Group, and info the Director for Operational Plans and Joint
Force Development (J-7)/JEDD, via the CJCS JEL at http://www.ditc.mil/doctrine.
b. When a Joint Staff directorate submits a proposal to the Chairman of the Joint
Chiefs of Staff that would change source document information reflected in this
publication, that directorate will include a proposed change to this publication as an
enclosure to its proposal. The Military Services and other organizations are requested to
notify the Joint Staff/J-7 when changes to source documents reflected in this publication
are initiated.
c. Record of Changes:
CHANGE COPY
DATE OF DATE
POSTED
NUMBER NUMBER CHANGE ENTERED BY
REMARKS
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
K-1
Appendix K
5.
Distribution Publications
Local reproduction is authorized and access to unclassified publications is
unrestricted. However, access to and reproduction authorization for classified JPs must
be in accordance with DOD 5200.1-R, Information Security Program.
6.
Distribution of Electronic Publications
a. Joint Staff J-7 will not print copies of JPs for distribution. Electronic versions are
available on JDEIS at https://jdeis.js.mil (NIPRNET), and https://jdeis.js.smil.mil
(SIPRNET) and on the JEL at http://www.dtic.mil/doctrine (NIPRNET).
b. Only approved JPs and joint test publications are releasable outside the combatant
commands, Services, and Joint Staff. Release of any classified JP to foreign governments
or foreign nationals must be requested through the local embassy (Defense Attaché
Office) to DIA Foreign Liaison Office, PO-FL, Room 1E811, 7400 Defense Pentagon,
Washington, D.C. 20301-7400.
c. CD-ROM. Upon request of a JDDC member, the Joint Staff J-7 will produce and
deliver one CD-ROM with current JPs.
K-2
JP 3-30
GLOSSARY
PART I — ABBREVIATIONS AND ACRONYMS
AADC
AADP
AAGS
AAMDC
ABP
AC2
ACA
ACE
ACM
ACO
ACP
ACS
ADAM
AE
AECT
AETF
AFLE
AFTTP
ALCT
ALLOREQ
AMCT
AMD
AOC
AOD
AOR
ARCT
ARFOR
ASCC
ASOC
ATO
area air defense commander
area air defense plan
Army air-ground system
US Army Air and Missile Defense Command
air battle plan
airspace command and control
airspace control authority
aviation combat element
airspace coordinating measure
airspace control order
airspace control plan
airspace control system
air defense airspace management
aeromedical evacuation
aeromedical evacuation control team
air and space expeditionary task force
Air Force liaison element
Air Force tactics, techniques, and procedures
airlift control team
allocation request
air mobility control team
air mobility division
air and space operations center (USAF)
air operations directive
area of responsibility
air refueling control team
Army forces
Army Service component command
air support operations center
air tasking order
BAE
BCD
BDA
brigade aviation element
battlefield coordination detachment
battle damage assessment
C2
CAS
CC
CCDR
CDRJSOTF
CJCSM
CMA
COA
COD
COG
command and control
close air support
critical capability
combatant commander
commander, joint special operations task force
Chairman of the Joint Chiefs of Staff manual
collection management authority
course of action
combat operations division
center of gravity
GL-1
Glossary
COMAFFOR
CONOPS
CPD
CR
CV
CWC
commander, Air Force forces
concept of operations
combat plans division
critical requirement
critical vulnerability
composite warfare commander
DAL
DASC
DCA
DIRMOBFOR
defended asset list
direct air support center
defensive counterair
director of mobility forces
FM
FSCL
field manual (Army)
fire support coordination line
GCC
GPS
geographic combatant commander
Global Positioning System
IGO
IO
IPB
ISR
ISRD
intergovernmental organization
information operations
intelligence preparation of the battlespace
intelligence, surveillance, and reconnaissance
intelligence, surveillance, and reconnaissance division
J-2
J-3
J-4
JACCE
JAOC
JAOP
JDDOC
JFACC
JFC
JFLCC
JFMCC
JFSOCC
JIPCL
JIPOE
intelligence directorate of a joint staff
operations directorate of a joint staff
logistics directorate of a joint staff
joint air component coordination element
joint air operations center
joint air operations plan
joint deployment and distribution operations center
joint force air component commander
joint force commander
joint force land component commander
joint force maritime component commander
joint force special operations component commander
joint integrated prioritized collection list
joint intelligence preparation of the operational
environment
joint integrated prioritized target list
joint movement center
joint operations area
joint operations center
joint operation planning process for air
joint publication
joint personnel recovery center
JIPTL
JMC
JOA
JOC
JOPPA
JP
JPRC
GL-2
JP 3-30
Glossary
JSOACC
JSOTF
JTCB
JTF
joint special operations air component commander
joint special operations task force
joint targeting coordination board
joint task force
LNO
LOO
liaison officer
line of operations
MAAP
MACCS
MAGTF
MARLE
MOC
MOE
MOP
master air attack plan
Marine air command and control system
Marine air-ground task force
Marine liaison element
maritime operations center
measure of effectiveness
measure of performance
NALE
NCC
NGO
NTACS
NTTP
naval and amphibious liaison element
Navy component commander
nongovernmental organization
Navy tactical air control system
Navy tactics, techniques, and procedures
OCA
OGA
OPCON
OPLAN
offensive counterair
other government agency
operational control
operation plan
PED
PNT
PR
PRCC
processing, exploitation, dissemination
positioning, navigation, and timing
personnel recovery
personnel recovery coordination cell
RCT
ROE
ROZ
rescue coordination team (Navy)
rules of engagement
restricted operations zone
618th TACC
SCA
SD
SIDO
SOAGS
SOF
SOLE
SPINS
618th Tanker Airlift Control Center
space coordinating authority
strategy division
senior intelligence duty officer
special operations air-ground system
special operations forces
special operations liaison element
special instructions
GL-3
Glossary
TACC
TACON
TACS
TAGS
TBMCS
TET
TNL
TPFDD
TST
tactical air command center (Marine Corps);
tactical air control center (Navy)
tactical control
theater air control system
theater air-ground system
theater battle management core system
targeting effects team
target nomination list
time-phased force and deployment data
time-sensitive target
UA
UAS
USTRANSCOM
unmanned aircraft
unmanned aircraft system
United States Transportation Command
WMD
weapons of mass destruction
GL-4
JP 3-30
PART II – TERMS AND DEFINITIONS
Unless otherwise annotated, this publication is the proponent for all terms and
definitions found in the glossary. Upon approval, JP 1-02, Department of Defense
Dictionary of Military and Associated Terms, will reflect this publication as the source
document for these terms and definitions.
air and space expeditionary task force. A deployed numbered air force or command
echelon immediately subordinate to a numbered air force provided as the United
States Air Force component command committed to a joint operation. Also called
AETF. (This term and its definition modify the existing term and its definition and
are approved for inclusion in JP 1-02.)
air and space operations center. The senior agency of the Air Force component
commander that provides command and control of Air Force air and space
operations and coordinates with other components and Services. Also called AOC.
(This term and its definition modify the existing term “Air Force air and space
operations center” and its definition and are approved for inclusion in JP 1-02.)
air apportionment. See apportionment (air). (JP 1-02. SOURCE: JP 3-30)
air component coordination element. An Air Force component element that interfaces
and provides liaison with the joint force land component commander, or commander
Army forces. The air component coordination element is the senior Air Force
element assisting the joint force land component commander, or commander Army
forces in planning air component supporting and supported requirements. Also
called ACCE. (This term and its definition modify the existing term and its
definition and are approved for inclusion in JP 1-02.)
air defense. Defensive measures designed to destroy attacking enemy aircraft or missiles
in the atmosphere, or to nullify or reduce the effectiveness of such attack. Also
called AD. (JP 1-02. SOURCE: JP 3-01)
air domain. The atmosphere, beginning at the Earth’s surface, extending to the altitude
where its effects upon operations become negligible. (Approved for inclusion in JP
1-02.)
air employment/allocation plan. None. (Approved for removal from JP 1-02.)
Air Force Component Headquarters. None. (Approved for removal from JP 1-02.)
air interdiction. Air operations conducted to divert, disrupt, delay, or destroy the
enemy’s military potential before it can be brought to bear effectively against
friendly forces, or to otherwise achieve objectives. Air interdiction is conducted at
such distance from friendly forces that detailed integration of each air mission with
GL-5
Glossary
the fire and movement of friendly forces is not required. (JP 1-02. SOURCE: JP
3-0)
air offensive. None. (Approved for removal from JP 1-02.)
air reconnaissance. None. (Approved for removal from JP 1-02.)
airspace control area. Airspace that is laterally defined by the boundaries of the
operational area, and may be subdivided into airspace control sectors. (JP 1-02.
SOURCE: JP 3-01)
airspace control authority. The commander designated to assume overall responsibility
for the operation of the airspace control system in the airspace control area. Also
called ACA. (JP 1-02. SOURCE: JP 3-52)
airspace control order. An order implementing the airspace control plan that provides
the details of the approved requests for airspace coordinating measures. It is
published either as part of the air tasking order or as a separate document. Also
called ACO. (JP 1-02. SOURCE: JP 3-52)
airspace control plan. The document approved by the joint force commander that
provides specific planning guidance and procedures for the airspace control system
for the joint force operational area. Also called ACP. (JP 1-02. SOURCE: JP 3-52)
airspace control system. An arrangement of those organizations, personnel, policies,
procedures, and facilities required to perform airspace control functions. Also called
ACS. (JP 1-02. SOURCE: JP 3-52)
air superiority. That degree of dominance in the air battle of one force over another that
permits the conduct of operations by the former and its related land, maritime, and
air forces at a given time and place without prohibitive interference by the opposing
force. (This term and its definition modify the existing term and its definition and
are approved for inclusion in JP 1-02.)
air support operations center. The principal air control agency of the theater air control
system responsible for the direction and control of air operations directly supporting
the ground combat element. It coordinates air missions requiring integration with
other supporting arms and ground forces. It normally collocates with the Army
tactical headquarters senior fire support coordination center within the ground
combat element. Also called ASOC. (JP 1-02. SOURCE: 3-09.3)
air support request. A means to request preplanned and immediate close air support, air
interdiction, air reconnaissance, surveillance, escort, helicopter airlift, and other
aircraft missions. Also called AIRSUPREQ. (JP 1-02. SOURCE: JP 3-30)
GL-6
JP 3-30
Glossary
air supremacy. That degree of air superiority wherein the opposing air force is
incapable of effective interference. (JP 1-02. SOURCE: JP 3-30)
air tasking order. A method used to task and disseminate to components, subordinate
units, and command and control agencies projected sorties, capabilities and/or forces
to targets and specific missions. Normally provides specific instructions to include
call signs, targets, controlling agencies, etc., as well as general instructions. Also
called ATO. (JP 1-02. SOURCE: JP 3-30)
air tasking order/confirmation. None. (Approved for removal from JP 1-02.)
allocation. In a general sense, distribution for employment of limited forces and
resources among competing requirements. Specific allocations (e.g., air sorties,
nuclear weapons, forces, and transportation) are described as allocation of air sorties,
nuclear weapons, etc. (JP 1-02. SOURCE: JP 5-0)
allocation request. A message used to provide an estimate of the total air effort, to
identify any excess and joint force general support aircraft sorties, and to identify
unfilled air requirements. This message is used only for preplanned missions and is
transmitted on a daily basis, normally 24 hours prior to the start of the next air
tasking day. Also called ALLOREQ. (JP 1-02. SOURCE: JP 3-30)
apportionment (air). The determination and assignment of the total expected effort by
percentage and/or by priority that should be devoted to the various air operations for
a given period of time. Also called air apportionment. (JP 1-02. SOURCE: JP 3-0)
area air defense commander. Within a unified command, subordinate unified
command, or joint task force, the commander will assign overall responsibility for
air defense to a single commander. Normally, this will be the component
commander with the preponderance of air defense capability and the command,
control, and communications capability to plan and execute integrated air defense
operations. Representation from the other components involved will be provided, as
appropriate, to the area air defense commander’s headquarters. Also called AADC.
(JP 1-02. SOURCE: JP 3-52)
centralized control. 1. In air defense, the control mode whereby a higher echelon
makes direct target assignments to fire units. 2. In joint air operations, placing
within one commander the responsibility and authority for planning, directing, and
coordinating a military operation or group/category of operations. (JP 1-02.
SOURCE: JP 3-30)
clean aircraft. None. (Approved for removal from JP 1-02.)
close air support. Air action by fixed- and rotary-wing aircraft against hostile targets
that are in close proximity to friendly forces and that require detailed integration of
GL-7
Glossary
each air mission with the fire and movement of those forces. Also called CAS. (JP
1-02. SOURCE: JP 3-0)
collateral damage. Unintentional or incidental injury or damage to persons or objects
that would not be lawful military targets in the circumstances ruling at the time.
Such damage is not unlawful so long as it is not excessive in light of the overall
military advantage anticipated from the attack. (JP 1-02. SOURCE: JP 3-60)
combat search and rescue. The tactics, techniques, and procedures performed by forces
to effect the recovery of isolated personnel during combat. Also called CSAR. (JP
1-02. SOURCE: JP 3-50)
composite wing. None. (Approved for removal from JP 1-02.)
coordinating altitude. A procedural airspace control method to separate fixed- and
rotary-wing aircraft by determining an altitude below which fixed-wing aircraft will
normally not fly and above which rotary-wing aircraft normally will not fly. The
coordinating altitude is normally specified in the airspace control plan and may
include a buffer zone for small altitude deviations. (JP 1-02. SOURCE: JP 3-52)
coordinating authority. A commander or individual assigned responsibility for
coordinating specific functions or activities involving forces of two or more Military
Departments, two or more joint force components, or two or more forces of the same
Service. The commander or individual has the authority to require consultation
between the agencies involved, but does not have the authority to compel agreement.
In the event that essential agreement cannot be obtained, the matter shall be referred
to the appointing authority. Coordinating authority is a consultation relationship, not
an authority through which command may be exercised. Coordinating authority is
more applicable to planning and similar activities than to operations. (JP 1-02.
SOURCE: JP 1)
counterair. A mission that integrates offensive and defensive operations to attain and
maintain a desired degree of air superiority. Counterair missions are designed to
destroy or negate enemy aircraft and missiles, both before and after launch. (JP
1-02. SOURCE: JP 3-01)
cyberspace. A global domain within the information environment consisting of the
interdependent network of information technology infrastructures, including the
Internet, telecommunications networks, computer systems, and embedded processors
and controllers. (JP 1-02. SOURCE: CJCS CM-0363-08).
decentralized execution. Delegation of execution authority to subordinate commanders.
(JP 1-02. SOURCE: JP 3-30)
GL-8
JP 3-30
Glossary
decision point. A point in space and time when the commander or staff anticipates
making a key decision concerning a specific course of action. (JP 1-02. SOURCE:
JP 5-0)
decisive point. A geographic place, specific key event, critical factor, or function that,
when acted upon, allows commanders to gain a marked advantage over an adversary
or contribute materially to achieving success. (JP 1-02. SOURCE: JP 3-0)
director of mobility forces. Normally a senior officer who is familiar with the area of
responsibility or joint operations area and possesses an extensive background in air
mobility operations. When established, the director of mobility forces serves as the
designated agent for all air mobility issues in the area of responsibility or joint
operations area, and for other duties as directed. The director of mobility forces
exercises coordinating authority between the air operations center (or appropriate
theater command and control node), the tanker airlift control center, the air mobility
operations control center (when established and when supporting subordinate
command objectives), and the joint movement center, in order to expedite the
resolution of air mobility issues. The director of mobility forces may be sourced
from the theater’s organizations or US Transportation Command. Additionally, the
director of mobility forces, when designated, will ensure the effective integration of
intertheater and intratheater air mobility operations and facilitate the conduct of
intratheater air mobility operations. Also called DIRMOBFOR. (JP 1-02.
SOURCE: JP 3-17)
dynamic targeting. Targeting that prosecutes targets identified too late, or not selected
for action in time to be included in deliberate targeting. (JP 1-02. SOURCE: JP
3-60).
end state. The set of required conditions that defines achievement of the commander’s
objectives. (JP 1-02. SOURCE: JP 3-0)
flight. 1. In Navy and Marine Corps usage, a specified group of aircraft usually engaged
in a common mission. 2. The basic tactical unit in the Air Force, consisting of four
or more aircraft in two or more elements. 3. A single aircraft airborne on a
nonoperational mission. (JP 1-02. SOURCE: JP 3-30)
intelligence, surveillance, and reconnaissance. An activity that synchronizes and
integrates the planning and operation of sensors, assets, and processing, exploitation,
and dissemination systems in direct support of current and future operations. This is
an integrated intelligence and operations function. Also called ISR. (JP 1-02.
SOURCE: JP 2-01)
interdiction. 1. An action to divert, disrupt, delay, or destroy the enemy’s military
surface capability before it can be used effectively against friendly forces, or to
otherwise achieve objectives. 2. In support of law enforcement, activities conducted
to divert, disrupt, delay, intercept, board, detain, or destroy, as appropriate, vessels,
GL-9
Glossary
vehicles, aircraft, people, and cargo. See also air interdiction. (JP 1-02. SOURCE:
JP 3-03)
joint air component coordination element. A general term for the liaison element that
serves as the direct representative of the joint force air component commander for
joint air operations. Also called JACCE. (Approved for inclusion in JP 1-02.)
joint air operations. Air operations performed with air capabilities/forces made
available by components in support of the joint force commander’s operation or
campaign objectives, or in support of other components of the joint force. (JP 1-02.
SOURCE: JP 3-30)
joint air operations center. A jointly staffed facility established for planning, directing,
and executing joint air operations in support of the joint force commander’s
operation or campaign objectives. Also called JAOC. (JP 1-02. SOURCE: JP 3-30)
joint air operations plan. A plan for a connected series of joint air operations to achieve
the joint force commander’s objectives within a given time and joint operational
area. Also called JAOP. (JP 1-02. SOURCE: JP 3-30)
joint force air component commander. The commander within a unified command,
subordinate unified command, or joint task force responsible to the establishing
commander for making recommendations on the proper employment of assigned,
attached, and/or made available for tasking air forces; planning and coordinating air
operations; or accomplishing such operational missions as may be assigned. The
joint force air component commander is given the authority necessary to accomplish
missions and tasks assigned by the establishing commander. Also called JFACC.
(JP 1-02. SOURCE: JP 3-0)
joint guidance, apportionment, and targeting team. None. (Approved for removal
from JP 1-02.)
joint integrated prioritized target list. A prioritized list of targets approved and
maintained by the joint force commander. Targets and priorities are derived from
the recommendations of components and other appropriate agencies, in conjunction
with their proposed operations supporting the joint force commander’s objectives
and guidance. Also called JIPTL. (JP 1-02. SOURCE: JP 3-60)
joint special operations air component commander. The commander within a joint
force special operations command responsible for planning and executing joint
special operations air activities. Also called JSOACC. (JP 1-02. SOURCE: JP
3-05)
joint targeting coordination board. A group formed by the joint force commander to
accomplish broad targeting oversight functions that may include but are not limited
to coordinating targeting information, providing targeting guidance and priorities,
GL-10
JP 3-30
Glossary
and refining the joint integrated prioritized target list. The board is normally
comprised of representatives from the joint force staff, all components, and if
required, component subordinate units. Also called JTCB. (JP 1-02. SOURCE: JP
3-60)
maritime domain. The oceans, seas, bays, estuaries, islands, coastal areas, and the
airspace above these, including the littorals. (JP 1-02. SOURCE: JP 3-32)
master air attack plan. A plan that contains key information that forms the foundation
of the joint air tasking order. Sometimes referred to as the air employment plan or
joint air tasking order shell. Information that may be found in the plan includes joint
force commander guidance, joint force air component commander guidance, support
plans, component requests, target update requests, availability of capabilities and
forces, target information from target lists, aircraft allocation, etc. Also called
MAAP. (JP 1-02. SOURCE: JP 3-60)
measure of effectiveness. A criterion used to assess changes in system behavior,
capability, or operational environment that is tied to measuring the attainment of an
end state, achievement of an objective, or creation of an effect. Also called MOE.
(JP 1-02. SOURCE: JP 3-0)
mission. 1. The task, together with the purpose, that clearly indicates the action to be
taken and the reason therefore. (JP 3-0) 2. In common usage, especially when
applied to lower military units, a duty assigned to an individual or unit; a task. (JP
3-0) 3. The dispatching of one or more aircraft to accomplish one particular task.
(JP 3-30). (This term and its definition modify the existing term and its definition
and are approved for inclusion in JP 1-02.)
operation plan. 1. Any plan for the conduct of military operations prepared in response
to actual and potential contingencies. 2. In the context of joint operation planning
level 4 planning detail, a complete and detailed joint plan containing a full
description of the concept of operations, all annexes applicable to the plan, and a
time-phased force and deployment data. It identifies the specific forces, functional
support, and resources required to execute the plan and provide closure estimates for
their flow into the theater. Also called OPLAN. (JP 1-02. SOURCE: JP 5-0)
risk management. The process of identifying, assessing, and controlling risks arising
from operational factors and making decisions that balance risk cost with mission
benefits. Also called RM. (JP 1-02. SOURCE: JP 2-0)
sortie. In air operations, an operational flight by one aircraft. (JP 1-02. SOURCE: JP
3-30)
sortie allotment message. The means by which the joint force commander allots excess
sorties to meet requirements of subordinate commanders that are expressed in their
GL-11
Glossary
air employment and/or allocation plan.
SOURCE: JP 3-30)
Also called SORTIEALOT.
(JP 1-02.
space coordinating authority. A commander responsible for coordinating joint space
operations and integrating space capabilities in the operational area. Also called
SCA. (JP 1-02. SOURCE: JP 3-14)
standard use Army aircraft flight route. Routes established below the coordinating
altitude to facilitate the movement of Army aviation assets. Routes are normally
located in the corps through brigade rear areas of operation and do not require
approval by the airspace control authority. Also called SAAFR. (JP 1-02.
SOURCE: JP 3-52)
strike coordination and reconnaissance. A mission flown for the purpose of detecting
targets and coordinating or performing attack or reconnaissance on those targets.
Strike coordination and reconnaissance missions are flown in a specific geographic
area and are an element of the command and control interface to coordinate multiple
flights, detect and attack targets, neutralize enemy air defenses and provide battle
damage assessment. Also called SCAR. (JP 1-02. SOURCE: JP 3-0)
tactical air reconnaissance. None. (Approved for removal from JP 1-02.)
target. 1. An entity or object considered for possible engagement or other action. 2. In
intelligence usage, a country, area, installation, agency, or person against which
intelligence operations are directed. 3. An area designated and numbered for future
firing. 4. In gunfire support usage, an impact burst that hits the target. (JP 1-02.
SOURCE: JP 3-60)
target development. The systematic examination of potential target systems - and their
components, individual targets, and even elements of targets - to determine the
necessary type and duration of the action that must be exerted on each target to
create an effect that is consistent with the commander’s specific objectives. (JP
1-02. SOURCE: JP 3-60)
targeting. The process of selecting and prioritizing targets and matching the appropriate
response to them, considering operational requirements and capabilities. (JP 1-02.
SOURCE: JP 3-0)
target nomination list. A target-consolidated list of targets made up of the multiple
candidate target lists. A prioritized list of targets drawn from the joint target list and
nominated by component commanders, appropriate agencies, or the joint force
commander’s staff for inclusion on the joint integrated prioritized target list. Also
called TNL. (JP 1-02. SOURCE: JP 3-60)
GL-12
JP 3-30
Glossary
target system. 1. All the targets situated in a particular geographic area and functionally
related. 2. A group of targets that are so related that their destruction will produce
some particular effect desired by the attacker. (JP 1-02. SOURCE: JP 3-60)
time-sensitive target. A joint force commander designated target requiring immediate
response because it is a highly lucrative, fleeting target of opportunity or it poses (or
will soon pose) a danger to friendly forces. Also called TST. (JP 1-02. SOURCE:
JP 3-60)
weapon system video. None. (Approved for removal from JP 1-02.)
GL-13
Glossary
Intentionally Blank
GL-14
JP 3-30
JOINT DOCTRINE PUBLICATIONS HIERARCHY
JP 1
JOINT
DOCTRINE
JP 1-0
PERSONNEL
JP 2-0
JP 4-0
JP 3-0
INTELLIGENCE
OPERATIONS
LOGISTICS
JP 5-0
JP 6-0
PLANS
COMMUNICATION
SYSTEMS
All joint publications are organized into a comprehensive hierarchy as shown in the chart above. Joint Publication
(JP) 3-30 is in the Operations series of joint doctrine publications. The diagram below illustrates an overview of
the development process:
STEP #1 - Initiation
STEP #4 - Maintenance
l
l
l
l
l Joint Doctrine Development
Community (JDDC) submission to
fill extant operational void
l US Joint Forces Command
(USJFCOM) conducts front-end
analysis
l Joint Doctrine Planning Conference
validation
l Program Directive (PD) development
and staffing/joint working group
l PD includes scope, references,
outline, milestones, and draft
authorship
l Joint Staff (JS) J-7 approves and
releases PD to lead agent (LA)
(Service, combatant command, JS
directorate)
JP published and continuously
assessed by users
Formal assessment begins 2427 months following
publication
Revision begins 3.5 years after
publication
Each JP revision is completed
no later than 5 years after
signature
Maintenance
Initiation
ENHANCED
JOINT
WARFIGHTING
CAPABILITY
JOINT
DOCTRINE
PUBLICATION
Approval
STEP #3 - Approval
l
l
l
JSDS delivers adjudicated matrix to JS J-7
JS J-7 prepares publication for signature
JSDS prepares JS staffing package
JSDS staffs the publication via JSAP for
signature
Development
STEP #2 - Development
l LA selects Primary Review Authority (PRA) to develop the
first draft (FD)
l PRA/USJFCOM develops FD for staffing with JDDC
l FD comment matrix adjudication
l JS J-7 produces the final coordination (FC) draft, staffs to
JDDC and JS via Joint Staff Action Processing
l Joint Staff doctrine sponsor (JSDS) adjudicates FC
comment matrix
l FC Joint working group